Be a Banker 24/7

Lana J. Chandler
October 14, 2009 | COMMENTS

One of the highest performers Nicholas T. Miller, president of Clarity Advantage Corporation in Boston, has met in the last two years was based in a modest-sized city in the South.

“I asked him how he managed to build such a significant business in such a small community,” recalls Miller. “He said there isn't anybody in his town he didn't want to meet. He's involved in community activities where he meets people, earns their trust, learns a bit about their financial situations, and offer ideas. He is a banker seven days a week, 24 hours a day.”

While you may not be able to duplicate what the above mentioned banker does, he is a great role model for the headset and attitude it takes to be successful at business development. “You earn people's trust through working with them, either on financial issues or other issues. When they trust you, they will tell you what they need and want and you can help them,” Miller says. “The high-performing business bankers I've interviewed don't make cold calls. They don't have to.”

Network Ears

The idea of being a banker 24/7 simply means that any conversation you're in may contain clues as to what is going on in the community and provides guidance as to whether you might want to network. You may be talking with the mother of one of your kid's friends, your minister or priest, or an accountant—anyone and everyone can provide insights about potential opportunities.

“It's like having what basketball players call ‘court vision,'” says Miller. “You can see the entire court and sense the movement of players in that space. If you're a banker and you're seeking to develop your network, you have to have what we call ‘network ears.' You listen and think about what you're hearing, because people share information every day that will lead you to folks who will want to talk. That is what we mean by being a banker 24/7. It's a natural conversation, a progression of making connections, building trust, listening for opportunities, and then asking for introductions.”

This story appeared in Branch Manager's Letter at www.branchmanagersletter.com and is reprinted with permission. Contact publisher Lana J. Chandler at 304-343-0206 or Lana@BranchManagersLetter.com.