How to Build a NON-SALES Team

I’m the Senior Vice President of Sales & Marketing at a credit union. I need to change that department title to “Service & Marketing.”

Your members do not want a loan … they want the vehicle. They do not want a checking account … they want easy access to their money. And they want it all from someone they TRUST. That’s the key, you don’t “sell” loans and checking, you sell TRUST!

Now, don’t misunderstand … your team needs to recommend products. Afterall, you have a better checking option than Wells Fargo, right? You have better rates than Bank of America, correct? Do you have a better credit card than Chase? Does your team care more about your members than Huntington would?

Yes … Yes … Yes … and, HELL YES!

So, NOT recommending products and services is doing your member, and your credit union, an enormous disservice. The key is to recommend the RIGHT products … and that takes ongoing training. As you create your Service & Marketing plans, training needs to be a key component. Not a “to-do” on a list, but a well-planned and scheduled process.

Here are some aspects to consider for your training plan.

Hard Skills

• Products: This seems pretty obvious. Your team knows your products, right? Think again. You have A LOT of products, each product benefits different members in different ways. Rather than asking your team to memorize and regurgitate your product brochures, focus on benefits. How can each product make a member’s life easier? What does a product do for different kinds of members? Quiz your team. Select and focus on specific product categories every few weeks.

• Processes: The “how-tos.” Let the staff drive this training. What processes do people have the most questions about? Where are the most audit issues or mistakes made? What processes have recently been updated? There will be systemic issues for the whole team, but there will also be extensive one-on-one training here.

• Goals: Goals and incentives are vital. But Wells Fargo proved where goals and incentives can go awry a few years ago. As you craft your plan, goals should FIRST be built around the overall corporate objectives. You want to motivate the team to ask questions, listen, analyze and recommend the right products … NOT to “sell” something for the incentive.

Soft Skills Most credit unions I’ve worked with, as a consultant, focus on the hard skills and drop the ball on soft skill. Don’t make this mistake. It is the soft skills that will build a team of all-stars.

• Relationship Building: This is how you “sell trust.” You want a team that members will follow if they leave you. Relationship building is the foundation of any success.

• Knowing What to Ask: Every single member who walks in your branch or calls is unique. There is no one-size-fits-all product. The only way to know what is best for each member is to know what to ask. Like a doctor during an exam, your team are the experts. Don’t expect the member to know what to ask. Your team needs to drive the conversation.

• Listening for Clues: Anyone in a successful marriage will tell you that the key to building a lasting relationship is knowing when to SHUT UP and LISTEN. When you allow the member to talk, they will tell you most everything you need to know. Focus training on key clues. Life stages are a great place to train for these. What products would you recommend to someone getting married, or having a aby, or moving into a new home?

• Story Telling: “We had a member who went through that and…” “I use this product myself and it has changed my life…” Story telling makes the products and services personal. It gets away from listing off feature bullets and tells the member how you can truly help. Best of all, stories can demonstrate how you have solved similar issues in the past.

• Problem Solving and Critical Thinking: I ask my team to never come to me with a problem without also bringing a recommended solution. Training on problem solving and critical thinking will lead to a more self-sufficient, creative team who make better decisions and provide better solutions for your members and your credit union.

• Time Management: Provide pro-tips on how to better manage time. Help them prioritize. Consistently being “busy” is not consistently being productive!

• Closing: As a credit union marketing consultant, I shopped more than 1,000 banks and credit unions around the country. My biggest pet-peeve was when I would have a conversation with a “sales person,” I would show interest and would never be asked to open the product. Teach your team to GO FOR IT. If someone has taken the time to discuss a product or service that will make their life better, ask them to open the product NOW.

Intangibles Intangibles are nearly impossible to train, they need to be hired. When Disney hires for their cast, they look for five characteristics: Friendliness, Patience, Diligence, Composure and Multitasking. Disney is one of the world’s most powerful brands because they ask each applicant if they “have what is takes to be a Disney Cast Member.”

You should be as discerning with your team. Your credit union offers something unique. You are special and your team should reflect that. Determine what characteristics will help your team best drive your brand. These characteristics should be traits that you can’t train, they should be inherent in the applicant. If the applicant has “that something special” that sets them apart, they will, in turn, set your credit union apart. Make sure you use the same hiring criteria for every position in every department.

I’m not saying I know more than Disney, but for banking, I would consider:

• Empathy

• Motivation

• Personality

• Going Above and Beyond

A focused, consistent training plan will lead to more successful, satisfied employees; will increase staff retention; and will deliver better experiences for your members. It may be the most vital element of your annual plan.

Also Read: Your Team Changes Lives Every Day