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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, 17 May 2012 02:43:45 +0000</lastBuildDate>
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		<title>When Your Best is Not Enough</title>
		<link>http://www.mraeassociates.com/when-your-best-is-not-enough/</link>
		<comments>http://www.mraeassociates.com/when-your-best-is-not-enough/#comments</comments>
		<pubDate>Thu, 17 May 2012 02:30:57 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Succession Planning]]></category>
		<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1060</guid>
		<description><![CDATA[Part way in to most sales training initiatives, usually around the six-to-eight month mark, the organization’s low-to-non performers will be easily identified. At this time, the expectations have well been made clear, the tools and resources have been provided and it is no longer easy to hide behind, or rather, be carried by the strides of their peers. What happens next is not easy, but it is 100% necessary. ]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Your Budget is Talking</title>
		<link>http://www.mraeassociates.com/your-budget-is-talking/</link>
		<comments>http://www.mraeassociates.com/your-budget-is-talking/#comments</comments>
		<pubDate>Wed, 02 May 2012 12:58:14 +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=1046</guid>
		<description><![CDATA[The personal spending of your customers in these rough times speaks loudly about what is most important to them.  And so does yours. Your budget is talking. It has something to say about every expense. The question is: do your customers and employees like what they’re hearing? Furthermore, do they understand it?
]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Part II: Just the Right Amount of Pressure</title>
		<link>http://www.mraeassociates.com/part-ii-just-the-right-amount-of-pressure/</link>
		<comments>http://www.mraeassociates.com/part-ii-just-the-right-amount-of-pressure/#comments</comments>
		<pubDate>Wed, 25 Apr 2012 16:40:28 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1039</guid>
		<description><![CDATA[Part I discussed the application of pressure from the executive and peer levels for the creation and maintenance of a successful sales training program. To ensure all angles are covered, I’m next offering direction on the self and third-party pressures, as well as the introduction of the fifth pressure of job security (but only when the timing is right).
]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Part I: Just the Right Amount of Pressure</title>
		<link>http://www.mraeassociates.com/part-i-just-the-right-amount-of-pressure/</link>
		<comments>http://www.mraeassociates.com/part-i-just-the-right-amount-of-pressure/#comments</comments>
		<pubDate>Wed, 18 Apr 2012 13:43:09 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Training & Education]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1035</guid>
		<description><![CDATA[Traditionally, the pressure to sell comes from a single direction: executive management. In my experience facilitating needs-based front-line training, this is seldom successful. Why? Because it’s not enough of the right kind of pressure. It takes even pressure from many sides - not just financial goals from the top - to achieve the change in sales performance you are looking for. 
]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>A Culture of Questions</title>
		<link>http://www.mraeassociates.com/a-culture-of-questions/</link>
		<comments>http://www.mraeassociates.com/a-culture-of-questions/#comments</comments>
		<pubDate>Thu, 12 Apr 2012 18:38:04 +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=1026</guid>
		<description><![CDATA[This week, while visiting a client in Massachusetts, I heard another comment, or rather a set of questions, worth sharing back here. Seemingly small, they have the power to meaningfully connect employees to the customer experience, altogether changing their view of their roles within the bank. ]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Nose in &#8211; Fingers Out</title>
		<link>http://www.mraeassociates.com/nose-in-fingers-out/</link>
		<comments>http://www.mraeassociates.com/nose-in-fingers-out/#comments</comments>
		<pubDate>Wed, 28 Mar 2012 19:03:31 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1017</guid>
		<description><![CDATA[There is a fine line between productive and intrusive oversight... 
]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Where are you?</title>
		<link>http://www.mraeassociates.com/where-are-you/</link>
		<comments>http://www.mraeassociates.com/where-are-you/#comments</comments>
		<pubDate>Tue, 20 Mar 2012 19:56:57 +0000</pubDate>
		<dc:creator>Michelle Rae</dc:creator>
				<category><![CDATA[Strategic Planning]]></category>

		<guid isPermaLink="false">http://www.mraeassociates.com/?p=1012</guid>
		<description><![CDATA[I believe the first quarter is the most critical quarter of the year as it can distinguish one institution from another. Those that hit the ground running are at a distinct advantage over those who are slow out of the gate. ]]></description>
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		<slash:comments>0</slash:comments>
		</item>
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		<title>The Heard but Not Seen</title>
		<link>http://www.mraeassociates.com/the-heard-but-not-seen/</link>
		<comments>http://www.mraeassociates.com/the-heard-but-not-seen/#comments</comments>
		<pubDate>Wed, 14 Mar 2012 16:12:04 +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=1006</guid>
		<description><![CDATA[When you ask a room full of bankers at a breakfast session what keeps them up at night you better order in lunch. At a recent symposium I attended, the usual stresses reared their ugly heads; cost of compliance, loan growth, technology and the unknown of the political environment. The elephant in the room though [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Question is Why not What</title>
		<link>http://www.mraeassociates.com/the-question-is-why-not-what/</link>
		<comments>http://www.mraeassociates.com/the-question-is-why-not-what/#comments</comments>
		<pubDate>Thu, 08 Mar 2012 15:45:59 +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=999</guid>
		<description><![CDATA[We know that a new generation of bankers is upon us. We have research that clearly points to the fact of what they want; fast transactions, flashy apps and mobile banking.  In my experience, a lot of time and effort is exhausted trying to answer “what” when it should instead be focused on “why.”]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<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>
		<wfw:commentRss>http://www.mraeassociates.com/war-games-and-let-it-go-joe/feed/</wfw:commentRss>
		<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>
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		<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>
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		<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>
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