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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>
	<lastBuildDate>Thu, 16 Feb 2012 14:38:51 +0000</lastBuildDate>
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		<title>War Games and &#8220;Let it go, Joe&#8221;</title>
		<link>http://www.mraeassociates.com/war-games-and-let-it-go-joe/</link>
		<comments>http://www.mraeassociates.com/war-games-and-let-it-go-joe/#comments</comments>
		<pubDate>Thu, 16 Feb 2012 14:38:51 +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=989</guid>
		<description><![CDATA[Every few weeks I read some really timely pieces on topics that are critical for the community banking environment. This week I wanted to highlight 2 pieces that fit that description. One is from the American Banking Journal on Succession Planning; “Let it go, Joe” ; and the other from Bank Director magazine on strategic planning; War Games.
]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>$500 Off any Bankruptcy!</title>
		<link>http://www.mraeassociates.com/500-off-any-bankruptcy-3/</link>
		<comments>http://www.mraeassociates.com/500-off-any-bankruptcy-3/#comments</comments>
		<pubDate>Tue, 07 Feb 2012 20:49:53 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=965</guid>
		<description><![CDATA[Right there across from the Lasik surgery ad in a local circular I found a coupon for $500 off any bankruptcy! I am not kidding. A law firm is advertising how bankruptcy is the answer to keep your car and home and stop foreclosures on top of other forms of debt relief. 
Bankruptcy is now more attractive and easier than a loan my friends. How should you handle it? Do you even want to?
]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/500-off-any-bankruptcy-3/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Look Who&#8217;s Talking Now</title>
		<link>http://www.mraeassociates.com/look-whos-talking-now/</link>
		<comments>http://www.mraeassociates.com/look-whos-talking-now/#comments</comments>
		<pubDate>Wed, 25 Jan 2012 16:23:08 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>
		<category><![CDATA[Succession Planning]]></category>
		<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=954</guid>
		<description><![CDATA[One type of the strategic plan is the kind the board writes, and the other
type, you guessed it, is authored by the management team. The former is handed
down and the latter handed over. Both seek the approval of the other and
neither achieves a balance of tactical execution and governance.

Wouldn’t it be great to have a strategic planning session that did?  That's
where defined communication comes in.

]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/look-whos-talking-now/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Keep &#8216;Em Coming Back</title>
		<link>http://www.mraeassociates.com/keep-em-coming-back/</link>
		<comments>http://www.mraeassociates.com/keep-em-coming-back/#comments</comments>
		<pubDate>Thu, 12 Jan 2012 00:19:06 +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=949</guid>
		<description><![CDATA[Everyone who knows me knows I am a Starbucks junky, but that doesn’t mean I am incapable of slipping into a Dunkin’ Donuts mood, especially since there are multiple convenient locations in my area. And when DD has something extra robust brewing, like it does right now, it can be habit forming. 

Why am I telling you? Because I think DD has employed a brillant strategy that banks can borrow.  ]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/keep-em-coming-back/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Low-hanging Fruit: Your Employees&#8217; Wallets</title>
		<link>http://www.mraeassociates.com/low-hanging-fruit-your-employees-wallets/</link>
		<comments>http://www.mraeassociates.com/low-hanging-fruit-your-employees-wallets/#comments</comments>
		<pubDate>Wed, 04 Jan 2012 22:02:11 +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=940</guid>
		<description><![CDATA[Whether you are fully aware or not, your employees are using other banks’ product and services. Why are they? Better question; why are they not? Your employees’ families, neighbors and friends, what I call their circle of influence, represent low-hanging fruit. You want every one of your employees and, further, those within their circle using your products and services. If you are not securing the business of this group, what impact does this have on securing the business of other customers as well?
]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/low-hanging-fruit-your-employees-wallets/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Rest of the List: Getting Caught with Your Pants Down</title>
		<link>http://www.mraeassociates.com/the-rest-of-the-list-getting-caught-with-your-pants-down/</link>
		<comments>http://www.mraeassociates.com/the-rest-of-the-list-getting-caught-with-your-pants-down/#comments</comments>
		<pubDate>Thu, 22 Dec 2011 20:09:18 +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=930</guid>
		<description><![CDATA[With 2012 upon us, I owe you the last two priorities on bankers' to-do lists: succession planning and the keeping the regulators at bay. The first is too often a tale of too little too late, whereas the latter is a matter of going too far in the wrong direction. Both situations can result in embarassing exposure. 

With your lists cleaned up (hopefully), all of us here at m.rae wish you a happy, safe holiday and a prosperous New Year. ]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/the-rest-of-the-list-getting-caught-with-your-pants-down/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The List: Whittling Down 1 and 2</title>
		<link>http://www.mraeassociates.com/the-list-whittling-down-1-and-2/</link>
		<comments>http://www.mraeassociates.com/the-list-whittling-down-1-and-2/#comments</comments>
		<pubDate>Thu, 08 Dec 2011 21:11:37 +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=915</guid>
		<description><![CDATA[Last week, I placed more loans and front-line selling on the top of your to-do list. For this week’s blog, I want to examine two different banks. Bank 1 and its struggle for loans and Bank 2’s hard-won deposits. Both employed internal, needs-based programs that yielded valuable results. 

]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/the-list-whittling-down-1-and-2/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The List</title>
		<link>http://www.mraeassociates.com/the-list/</link>
		<comments>http://www.mraeassociates.com/the-list/#comments</comments>
		<pubDate>Fri, 02 Dec 2011 00:18:27 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>
		<category><![CDATA[Succession Planning]]></category>
		<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=902</guid>
		<description><![CDATA[You know exactly what I am talking about. It's the before-year-end-to-do list
With time moving too fast and so many other pressing items stacking up, like capital raises, regulatory exams and closing of the books, it is time to truly ask yourself what has to be done now and what gets pushed into 2012.

]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/the-list/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Definition of Insanity: the Fed</title>
		<link>http://www.mraeassociates.com/definition-of-insanity-the-fed/</link>
		<comments>http://www.mraeassociates.com/definition-of-insanity-the-fed/#comments</comments>
		<pubDate>Wed, 16 Nov 2011 22:45:58 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=890</guid>
		<description><![CDATA[Bernanke’s comments from “Small Business and Entrepreneurship during an Economic Recovery” in D.C. on November 9th were spoken as if the banking industry does not know how to support small businesses and entrepreneurs needing to expand job opportunities. We do know, but our hands are tied by the Fed's unbalanced regulatory approach. ]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/definition-of-insanity-the-fed/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>When Loss is More than a Position</title>
		<link>http://www.mraeassociates.com/when-loss-is-more-than-a-position/</link>
		<comments>http://www.mraeassociates.com/when-loss-is-more-than-a-position/#comments</comments>
		<pubDate>Wed, 09 Nov 2011 19:10:12 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Succession Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=860</guid>
		<description><![CDATA[I write a lot about how critical succession planning is with many community banks currently. Long-term absence, catastrophic and unexpected removal and retirement are the basics that are examined within your bank and should be in the plan.

However, the much-needed enterprise risk perspective too often hangs in the periphery. The question is not just about who will fill the gap, but, more importantly, what risks will arise in association with the loss of specific individuals.

]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/when-loss-is-more-than-a-position/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Who is Invited to the Party?</title>
		<link>http://www.mraeassociates.com/who-is-invited-to-the-party/</link>
		<comments>http://www.mraeassociates.com/who-is-invited-to-the-party/#comments</comments>
		<pubDate>Thu, 03 Nov 2011 17:59:02 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=845</guid>
		<description><![CDATA[The House approved earlier this week the bill (H.R. 1965) to increase the Securities and Exchange Commission 500-shareholder threshold to 2,000. This long-fought-for triumph is monumental in the battle to raise more capital.

For 40+ years, community banks have been subjected the same expensive reporting requirements as large public firms. With this ruling lifted and fewer regulatory strings attached, there is little to nothing to hold your party down.  Most will undoubtedly use the extra capital to expand lending, making the big question is, “Who will you invite to the party?”

]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/who-is-invited-to-the-party/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Did Getting &#8220;Lean and Mean&#8221; Make Your Staff Too Lean, Too Mean?</title>
		<link>http://www.mraeassociates.com/did-getting-lean-and-mean-make-your-staff-too-lean-too-mean/</link>
		<comments>http://www.mraeassociates.com/did-getting-lean-and-mean-make-your-staff-too-lean-too-mean/#comments</comments>
		<pubDate>Wed, 19 Oct 2011 18:34:00 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=836</guid>
		<description><![CDATA[This week, follow our blog to the ABA Banking Journal!

In the economic downturn, many banks scaled back staff to run as lean and nimble as possible. The talent they retained represented their best—their absolute A-team. But with the uptick in regulatory burdens, many of them sit chained to their desks. They’re stuck filling out forms instead of seeking business. It's time to put them back on the street—hire some help or reorganize your back shop. 
]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/did-getting-lean-and-mean-make-your-staff-too-lean-too-mean/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Part III: Inform Your Sales Force</title>
		<link>http://www.mraeassociates.com/part-iii-inform-your-sales-force/</link>
		<comments>http://www.mraeassociates.com/part-iii-inform-your-sales-force/#comments</comments>
		<pubDate>Mon, 10 Oct 2011 21:21:24 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=824</guid>
		<description><![CDATA[The percentage of Americans satisfied with their banks is fast decreasing. And while this trending downward number may not surprise you, your front line might be surprised to find out that fees have become more important in the mind of customers than rate.

To successfully grab these accounts, they must be ready to talk about your competitive advantage not just in customer service, but how you charge your customers. For once your front line can focus on lack of fees and not lack of rate.



]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/part-iii-inform-your-sales-force/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Part II: Keep Your Sales Force</title>
		<link>http://www.mraeassociates.com/part-ii-keep-your-sales-force/</link>
		<comments>http://www.mraeassociates.com/part-ii-keep-your-sales-force/#comments</comments>
		<pubDate>Thu, 22 Sep 2011 20:59:17 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=811</guid>
		<description><![CDATA[Now that you’ve identified your A-team, inevitability you’re more vulnerable to the risk of losing them. Further, if you don’t make this connection, it will unleash a dangerous undercurrent that causes your management team and officers to suffer intellectual fatigue. And the more that things drag on, and the more stress that builds internally, the more your best and brightest stop seeing a career path in your organization – if they even want one.
 
Your best employees are not only important to you; they are viewed as important to other institutions that are looking for additions to their staff.
]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/part-ii-keep-your-sales-force/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Part I: Let Your Sales Force Go</title>
		<link>http://www.mraeassociates.com/part-i-let-your-sales-force-go/</link>
		<comments>http://www.mraeassociates.com/part-i-let-your-sales-force-go/#comments</comments>
		<pubDate>Wed, 14 Sep 2011 20:40:50 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=799</guid>
		<description><![CDATA[This week I have a very simple message: let your sales force go.

We are all aware that the economy is rotten. To boot, regulatory pressures are mounting, loans are scarce and deposits critical. But there is still growth to be had. And tapping into that growth is not necessarily through new promotional activity. “Scraping the bottom of the barrel” to get more loans and deposits can simply be a workforce issue.

]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/part-i-let-your-sales-force-go/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How to Chat with Your Customers Daily</title>
		<link>http://www.mraeassociates.com/how-to-chat-with-your-customers-daily/</link>
		<comments>http://www.mraeassociates.com/how-to-chat-with-your-customers-daily/#comments</comments>
		<pubDate>Wed, 31 Aug 2011 20:53:45 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=792</guid>
		<description><![CDATA[It has always been a challenge to attract and maintain relationships with younger customers, and as technology accelerates, the need to attract this demographic does as well.

Large balances with the 50+ demographic sustain many banks today. But securing balances for tomorrow and beyond requires a technology plan that is well-aligned with your future customers.  

How can you harness what resources are at your disposal to stay on the cusp of technology? How can a younger generation be attracted and satisfied with your technical progression? What products and services should be the priorities?]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/how-to-chat-with-your-customers-daily/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How Many Chances Do You Have to Get it Right?</title>
		<link>http://www.mraeassociates.com/how-many-chances-do-you-have-to-get-it-right/</link>
		<comments>http://www.mraeassociates.com/how-many-chances-do-you-have-to-get-it-right/#comments</comments>
		<pubDate>Thu, 25 Aug 2011 21:33:22 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=774</guid>
		<description><![CDATA[Your customers do have a choice. They are held captive by no one. At anytime, their loyalties can switch. So without that captivity, how many chances will your customers give you to get it right?

Problems and errors – even if it is the customer's – happen all the time. What distinguishes your customer service is how it is handled. Ability, contrition and accountability.

It is the smallest issues that make the most difference. Anyone can recognize and fix an obvious problem –the true test is finding and fixing the little things.

]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/how-many-chances-do-you-have-to-get-it-right/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>From Baristas to Banking</title>
		<link>http://www.mraeassociates.com/from-baristas-to-banking/</link>
		<comments>http://www.mraeassociates.com/from-baristas-to-banking/#comments</comments>
		<pubDate>Thu, 18 Aug 2011 20:52:52 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=765</guid>
		<description><![CDATA[As a known addict of Starbucks’ brew, I took notice in 2008 when the company announced a 3.5 hour training shutdown to get back to making a better cup of coffee. It was becoming increasingly difficult to achieve their strategic vision to provide a high-end coffee experience with hand-crafted service for a premium price. 

In banking today, it is becoming increasingly hard – to some impossible – to achieve the strategic goals laid out in recent years. But it shouldn’t change our model. Are we ready, willing and able to make real change in our tactics?

]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/from-baristas-to-banking/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Watch Your Back</title>
		<link>http://www.mraeassociates.com/watch-your-back/</link>
		<comments>http://www.mraeassociates.com/watch-your-back/#comments</comments>
		<pubDate>Wed, 10 Aug 2011 22:46:03 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=743</guid>
		<description><![CDATA[The one thing that community banks have always had over their competitors is customer service. Almost without exception, this is the answer when asked what the competitive advantage of your institution is in the face of the Wells Fargos, Allys and JP Morgans looming across the street from your branches. 

But watch your back. If an airline can diffuse a situation such as this, they too are figuring out the strength of this approach and so will your direct competitors. ]]></description>
		<wfw:commentRss>http://www.mraeassociates.com/watch-your-back/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Wait and See</title>
		<link>http://www.mraeassociates.com/wait-and-see/</link>
		<comments>http://www.mraeassociates.com/wait-and-see/#comments</comments>
		<pubDate>Wed, 03 Aug 2011 21:35:50 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=732</guid>
		<description><![CDATA[The area of mobile banking is never far from discussion at community banks. Multiple recent independent studies on this subject point again to its rapid insurgence. The results of these surveys are not a surprise. The ever-increasing usage of handheld technology makes the entrance of mobile banking a foregone conclusion in the markets you serve. The statistics sound stupendous. But before you jump in, consider your options for entry. ]]></description>
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