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confidence is the next see in helping you create a

winning culture.

Now that you understand your okay confidence, you see now

that you have provided more clarity and gained more clarity

about goals and the strategy to achieve those goals.

How confident is your team in actually executing the strategy?

You see if you want to create a winning culture

and become the best place to work, you need to

be consistently developing your team's confidence to help them achieve

greater success.

So why is it more important?

Well, we need to develop our team's confidence and develop

their skills because it enhances resilience, and we certainly experience

a lot of that over the last 18 months with

a pandemic.

If your team weren't feeling confident than they certainly weren't

going to be resilient during this period.

Any level of uncertainty um or discomfort makes it difficult

for people to want to stay within an organisation.

So confidence creates comfort.

It helps overcome any limiting beliefs, any excuses, any pessimism

that may exist within your organization, confidence improves performance because

now everybody has a better understanding of how they can

achieve their goals.

And finally, confidence and skills drives success.

So I want you again to reflect after this conference,

back at Your bank on what requires confidence, not just

of you as a leader, because now a lot of

people think confidence is about me being a confident leader,

but also what what areas of confidence to your staff

need to have in order to help them achieve their

goals. How can you be better at building your team's

confidence? Here is a very simple model that I've used

for many years as a bank coaches, a bank leader,

and now as a professional coach, you see, if you

want to build your team's confidence, that it's important that

you understand what beliefs they have, what beliefs their their

parents. You see if they don't believe in your products,

if they don't believe in your processes, if they don't

believe in your banks brand, then they have very low

expectations of success and that will definitely impact their confidence.

However, if you can get them to believe and you

can develop their beliefs, overcome any limiting beliefs that they

may have and get them to believe that they can

be successful that clients and customers want your products and

want your services and that your bank is the leading

bank in your market, then there will be far more

confident which results in greater actions, greater behaviors and definitely

better results.

So how do you achieve greater confidence through good, consistent

coaching? You see doing training sessions on an ad hoc

basis, will not develop your team skills.

Dean Mannix is one of the Australia's leading bank coaches

and he professes that good, consistent coaching will always exceed

occasionally great training.

So it's wonderful that you're attending this annual conference and

learning great tips and ideas to help you be successful.

But now you need to implement those now you need

to review these notes, review these recordings, but certainly create

a coaching cadence.

So what does a coaching cadence look like?

Well, I've already explained the first time and that's a

great growth strategy review.

Do you collaborate with your team at least once a

year to review your strategy?

Not dictate the strategy to them, but collaborate so they

can share their thoughts on the strategies for success.

Are you having weekly team meetings or at least bi

weekly team meetings?

I see a lot of inconsistency when it comes to

team meetings, your team meetings should inspire success.

That helps create greater confidence.

That helps improve your team skills.

So make sure that there's a component of regular coaching

in your team meetings, coach your team on the things

that they need to do better coach your team on

how to improve their beliefs and build their confidence.

Are you having monthly, one on one meetings with your

direct reports?

Not just to review pipeline but to coach and inspire

them to build their confidence to challenge any limiting beliefs

of concerns that they may have and help them overcome

them. And finally, joint customer meetings, especially if you're managing

frontline people, I know that a lot of you may

be managing back off the staff, that's fine, but if

you're managing front of front office staff, frontline staff, do

some joint customer meetings.

See the second, see in helping you create a winning

culture is confidence and I've just shared with you a

few tips on how to do that.

Now let's get into the third C consistency and consistency

quite frankly, is one of the hardest elements for bank

leaders to truly excel it.

You see consistency is so important for a number of

reasons, consistency produces good habits.

It builds trust consistency in the way that you lead

your team consistency in the way that you engage your

customers consistency in the way people can achieve their goals.

It helps builds trust and helps improve skills, It creates

accountability. Are you consistently meeting with your team?

Are you consistently having one on one meetings?

Or are you always deferring those meetings, putting off those

meetings? You know, canceling team meetings?

That's not consistency.

Remember what you do consistently is what is remembered?

People. Remember what you do consistently, whether it's good or

bad. So we want consistency.

We want to make sure that there's a structure in

place to help us deliver consistently on clarity on confidence.

Because it differentiates you very few banks and bank leaders

are consistent, right?

There are very few are not very few bank leaders

and fucking them consistency.

And this is one of the most difficult elements of

the leadership excellence model.

For most bank leaders, consistency is critical for creating a

winning culture.

Why? Well with consistency, you can help produce good habits,

not only for yourself as a leader, but also for

your staff doing things consistently creates good habits, consistency helps

build trust between you and your staff and your customers.

Think about it.

If you're not consistently calling your clients, then they start

that trust starts to dissolve.

But if you are consistently calling your clients, then that

trust builds, they know they can trust you to execute

on their request.

They can trust you to help them when they are

in need and the same goes with your staff.

Are you consistently meeting with them consistently holding team meetings,

consistently having one on one sessions or are you consistently

deferring them or cancelling them consistency, improved skills.

It creates accountability because what we do consistently will ensure

that we can be more successful.

It differentiates you why?

Because not a lot of banks and bank leaders are

good at consistency.

So the better you are creating a structure, right?

That enables you to be more consistent in the delivery

of your service, in the delivery of your support to

your team, the better you're going to be and then

and then that is a strong point of difference, consistency

provides familiarity, right?

It enables us we know what to expect at a

team meeting.

We know how to conduct a customer meeting, right?

And consistency ultimately drives results.

So bank leaders, once again, I encourage you after this

conference to think about what requires consistency.

How can you be more consistent?

I just want to highlight this very, very important issue.

That consistency, consistency is one of the most difficult elements

in the leadership excellence model that most bank leaders struggle

with. And really it's probably the most important because you

see what you do consistent consistently is what's remembered people

remember what you do consistently, whether it's good or bad.

For example, customers will remember that you call them, you

call them back consistently, that you email them consistently whenever

they have an issue that you always follow up and

deliver. Your staff will remember that you meet with them

consistently, that your team meetings are consistently held.

But customers and staff will always will also remember if

you don't consistently call back that if you don't consistently

hold one on one team meeting, one on one meetings

or team meetings, man, I am struggling.

Mhm consistency is one of the most important elements of

the leadership excellence model.

However, it is also one that most bank leaders struggle

with. You see it's critical that you are consistent now.

Think about it when it comes to your customers.

They remember what you consistently do well, calling them back,

responding to their emails, delivering on their requests.

But so do your staff.

They remember what you consistently do well, such as team

meetings and one on one meetings.

But when you don't call customers back, when you're continually

canceling meetings with your staff, they'll also remember that.

And that is not the kind of culture you want

to create.

So to create a winning culture, we need to be

consistent and why do we need consistency?

Why don't we, why do we need to develop structures

that help us be more consistent?

Is because it produces good habits.

It builds trust with our customers and our staff.

It improves everybody's skills because we're consistently delivering those skills,

were consistently coaching those skills, it creates greater accountability.

It differentiates you.

So few banks and bank leaders consistently deliver good habits

and good practices.

They truly don't.

And therefore if you can be consistent with these good

behaviors with these good habits, then you will differentiate yourself

not only to your customers, but as an organization that

attracts people and remember people talk about what you do

consistently good or bad, it provides familiarity and it certainly

drives results.

So again, after this conference, I strongly encourage all bank

leaders to reflect on what requires more consistency and how

you can be better at that.

The enemy of consistency is not time is not time

management. A lot of people think, well, I just don't

have enough time.

That's why I cancel these meetings.

That's why I don't get back to my customers straight

away. That's nonsense.

We all have the same amount of time.

The enemy of consistency.

What's causing you to not be consistent is self doubt,

a lack of belief that you should be contacting your

clients or immediately responding or lack of belief about coaching

and meeting with your staff.

When you don't have any desired goals, you failed to

be consistent and there's a lack of focus when there's

no plan when you're more task oriented.

Yes, we're all guilty of that, of being reactive because

we're all good employees.

But you don't realize that this service is doing to

your culture by not being consistent by failing to be

consistent with others because you're being too reactive and taking

on too many tasks, a lack of coaching, a lack

of coaching and personal development on how you can better

manage your time and how you can better delegate tasks

on how you can be a more effective coach.

That that is the enemy of consistent by not committing

to personal development and finally, a fear of failure.

We all fear failure and as a result it can

have an impact on our ability to be consistent.

I'm now going to share with you a very quick

tip on how you can improve your consistency.

Uh huh.

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