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	<title>mrae associates</title>
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	<link>http://www.mraeassociates.com</link>
	<description>Custom solutions in strategic guidance, knowledge facilitation, and succession planning</description>
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		<title>Low-tech Talk</title>
		<link>http://www.mraeassociates.com/low-tech-talk/</link>
		<comments>http://www.mraeassociates.com/low-tech-talk/#comments</comments>
		<pubDate>Tue, 21 May 2013 02:24:22 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>
		<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1261</guid>
		<description><![CDATA[In this post, I’m revisiting the subject of technology, but from the perspective of talking to your customers about it (before you implement!). ]]></description>
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		<title>Who is Driving Your IT Strategy?</title>
		<link>http://www.mraeassociates.com/who-is-driving-your-it-strategy-who-should-be/</link>
		<comments>http://www.mraeassociates.com/who-is-driving-your-it-strategy-who-should-be/#comments</comments>
		<pubDate>Tue, 07 May 2013 00:22:26 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>
		<category><![CDATA[Succession Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1255</guid>
		<description><![CDATA[Technology is talked about as a top priority. But who is at the helm of the strategy for it? It's tricky trying roll out what customers want without a member of IT leading the effort. ]]></description>
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		<title>Going Retro</title>
		<link>http://www.mraeassociates.com/going-retro/</link>
		<comments>http://www.mraeassociates.com/going-retro/#comments</comments>
		<pubDate>Tue, 09 Apr 2013 00:15:13 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>
		<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1248</guid>
		<description><![CDATA[Recently, while I was out running normal and mundane errands, something occurred to me; the manner in which I performed those errands is at odds with the practices of many. In fact, my behaviors may even seem archaic to some.]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/going-retro/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<item>
		<title>My Version of March Madness</title>
		<link>http://www.mraeassociates.com/my-version-of-march-madness/</link>
		<comments>http://www.mraeassociates.com/my-version-of-march-madness/#comments</comments>
		<pubDate>Thu, 28 Mar 2013 10:46:33 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>
		<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1238</guid>
		<description><![CDATA[I have been extra busy. March is traditionally a month that I am highly invested in, and to some degree, it literally changes my outlook for the year. ]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/my-version-of-march-madness/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Relevancy Relay</title>
		<link>http://www.mraeassociates.com/the-relevancy-relay/</link>
		<comments>http://www.mraeassociates.com/the-relevancy-relay/#comments</comments>
		<pubDate>Sat, 16 Feb 2013 01:39:55 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Succession Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1228</guid>
		<description><![CDATA[As an industry, the topic of relevancy is not new. Community banks have long been struggling to be relevant, especially when it comes to technology and customers. But what about CEOs wrestling with relevancy?]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/the-relevancy-relay/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Live Long? Or Prosper?</title>
		<link>http://www.mraeassociates.com/live-long-or-prosper/</link>
		<comments>http://www.mraeassociates.com/live-long-or-prosper/#comments</comments>
		<pubDate>Thu, 31 Jan 2013 03:07:21 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Succession Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1222</guid>
		<description><![CDATA[A history of strong performance and loyalty are desirable for every employee. But these attributes alone should not constitute any serious next-in-line considerations. Longevity and adequacy aside, the first priority is the profitability of your bank.]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Does the Team Work?</title>
		<link>http://www.mraeassociates.com/does-the-team-work/</link>
		<comments>http://www.mraeassociates.com/does-the-team-work/#comments</comments>
		<pubDate>Thu, 10 Jan 2013 01:48:21 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Succession Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1214</guid>
		<description><![CDATA[When it comes to the consistent application of peer pressure for sales success, I love group assignments. But unlike biology projects past, where it was easy to shine thanks to one or two heavy lifters, mine are structured to hold each front liner accountable while forwarding their performance and the institution’s as a whole.]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Because I Love Bank Directors</title>
		<link>http://www.mraeassociates.com/because-i-love-bank-directors/</link>
		<comments>http://www.mraeassociates.com/because-i-love-bank-directors/#comments</comments>
		<pubDate>Tue, 18 Dec 2012 02:02:48 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Board Dynamics]]></category>
		<category><![CDATA[Strategic Planning]]></category>
		<category><![CDATA[Succession Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1207</guid>
		<description><![CDATA[As I look to 2013, I realize the “whom” of whom I love most in community banking has not changed.  It’s always been about connecting with directors. To honor my new focus on board dynamics, my last entry of 2012 revisits three director-inspired posts. ]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Impact of a Lame-duck Leader</title>
		<link>http://www.mraeassociates.com/the-impact-of-a-lame-duck-leader/</link>
		<comments>http://www.mraeassociates.com/the-impact-of-a-lame-duck-leader/#comments</comments>
		<pubDate>Tue, 11 Dec 2012 00:52:22 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Succession Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1203</guid>
		<description><![CDATA[President Obama is entering a unique timeframe of an administration – a change that will only be defined by his actions and the reactions of others to those actions. This transitional period is not that dissimilar to when a CEO’s time comes to an end.
]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/the-impact-of-a-lame-duck-leader/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>M&amp;A: The New Organic Growth</title>
		<link>http://www.mraeassociates.com/ma-the-new-organic-growth/</link>
		<comments>http://www.mraeassociates.com/ma-the-new-organic-growth/#comments</comments>
		<pubDate>Thu, 29 Nov 2012 02:09:31 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1189</guid>
		<description><![CDATA[In today’s community banking environment, what could be more natural than M&#038;A? When it comes to how and when to grow, the purely organic opportunities within your footprint will eventually dwindle and/or expire.  This innately nods next to acquisition activities – be it institutional acquisition, branch purchase or employee acquisition – your board has a lot to talk about. ]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Death by Conference</title>
		<link>http://www.mraeassociates.com/death-by-conference/</link>
		<comments>http://www.mraeassociates.com/death-by-conference/#comments</comments>
		<pubDate>Tue, 16 Oct 2012 01:15:19 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Board Dynamics]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1154</guid>
		<description><![CDATA[As a director, you are all too familiar with marathon board meetings – volumes of reports to review and motions to make. Even with the handy new iPad approach, in the board room, there is still too much information crammed into those monthly meetings. Without losing more years of your life, how do you escape this certain death? ]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/death-by-conference/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Board Dynamics: Old and New</title>
		<link>http://www.mraeassociates.com/board-dynamics-old-and-new/</link>
		<comments>http://www.mraeassociates.com/board-dynamics-old-and-new/#comments</comments>
		<pubDate>Thu, 04 Oct 2012 00:57:11 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Board Dynamics]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1149</guid>
		<description><![CDATA[In my weekly talks with dozens of directors I’m hearing more and more that extra special attention is needed for a new approach to an old something. That something is board dynamics.]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/board-dynamics-old-and-new/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Why a Credit Union</title>
		<link>http://www.mraeassociates.com/why-a-credit-union/</link>
		<comments>http://www.mraeassociates.com/why-a-credit-union/#comments</comments>
		<pubDate>Tue, 18 Sep 2012 00:59:37 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1136</guid>
		<description><![CDATA[Banks dislike (hate) credit unions. They need not suffer the same regulatory and tax burden and these institutions are stealing all of your customers – or are they?]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/why-a-credit-union/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Take the Medal Off</title>
		<link>http://www.mraeassociates.com/take-the-medal-off/</link>
		<comments>http://www.mraeassociates.com/take-the-medal-off/#comments</comments>
		<pubDate>Mon, 27 Aug 2012 22:55:54 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1128</guid>
		<description><![CDATA[For Olympians, it goes beyond the podium, the anthem and the heft of precious medal around their necks. Their limitations are forever explored because each goal achieved brings forth a new aspiration.When it comes to strategic planning, I think community banks should aim to be equally Olympic spirited. ]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/take-the-medal-off/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>It&#8217;s All in My Head</title>
		<link>http://www.mraeassociates.com/ill-bring-a-pen/</link>
		<comments>http://www.mraeassociates.com/ill-bring-a-pen/#comments</comments>
		<pubDate>Tue, 07 Aug 2012 01:18:36 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Succession Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1120</guid>
		<description><![CDATA[All decision making and thought processes at the board level must be committed to paper these days, not just to pacify regulators, but moreover to demonstrate the sound thinking and integrity of the leadership of your institution. The general public has grown keenly aware of many organizations, not banks exclusively, operating without the right set of checks and balances. ]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/ill-bring-a-pen/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Do Not Accept Apathy</title>
		<link>http://www.mraeassociates.com/do-not-accept-apathy/</link>
		<comments>http://www.mraeassociates.com/do-not-accept-apathy/#comments</comments>
		<pubDate>Thu, 19 Jul 2012 00:50:03 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1111</guid>
		<description><![CDATA[To cap off this string of blogs on the greatest plagues against high-performance banking, I last bring you apathy. It is an ugly disposition that hangs on and drags down the best intentions of your sales training initiatives. How can you kill it before it diverges in multiple directions, seeping into every nook of your enterprise?
]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/do-not-accept-apathy/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Do Not Accept Indifference</title>
		<link>http://www.mraeassociates.com/do-not-accept-indifference/</link>
		<comments>http://www.mraeassociates.com/do-not-accept-indifference/#comments</comments>
		<pubDate>Tue, 10 Jul 2012 01:00:14 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Succession Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1100</guid>
		<description><![CDATA[Succession planning has always been deemed of little importance in our industry.  The actual “changing of the guard” at the executive level is a relatively uncommon event. Directors and management team members rarely see more than one in their tenure. This environment perpetuates the feelings of indifference to the need, process and enactment of a plan.]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/do-not-accept-indifference/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Do Not Accept Mediocrity</title>
		<link>http://www.mraeassociates.com/do-not-accept-mediocrity/</link>
		<comments>http://www.mraeassociates.com/do-not-accept-mediocrity/#comments</comments>
		<pubDate>Tue, 26 Jun 2012 01:33:45 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1093</guid>
		<description><![CDATA[When it comes to strategic planning, no one chooses mediocrity, but many choose to accept it. Now is the time to pull out your plan and ask yourself the question: “Is my plan acceptable or is it great?” Setting the strategic direction of your bank must be nothing short of spectacular.]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Ripples of Trust</title>
		<link>http://www.mraeassociates.com/ripples-of-trust/</link>
		<comments>http://www.mraeassociates.com/ripples-of-trust/#comments</comments>
		<pubDate>Thu, 07 Jun 2012 02:31:17 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1083</guid>
		<description><![CDATA[We are now at the half-way mark in this calendar year and the question I asked back in March remains: Where are you? Have you allowed your strategic plan to follow its own path? Have you enabled it to hit any and all obstacles, but like a ripple in a pond, continue on to its final destination? Or, have you anticipated and removed all obstacles? ]]></description>
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		<slash:comments>0</slash:comments>
		</item>
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		<title>Strategic Soldiers</title>
		<link>http://www.mraeassociates.com/strategic-soldiers/</link>
		<comments>http://www.mraeassociates.com/strategic-soldiers/#comments</comments>
		<pubDate>Wed, 23 May 2012 11:55:12 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>
		<category><![CDATA[Succession Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1077</guid>
		<description><![CDATA[As you permeate deeper and deeper into an institution, more is revealed about the composition of its leadership pipeline. Is it static? Is it fluid? Most importantly, is it defined first and foremost by the organization’s strategic plan? Only at this high level does there exist a singular set of enterprise-wide expectations.
]]></description>
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