Managing Director at Metro Bank
Non Executive Director at Manchester County FA
Sports Fanatic
Chairman of GreaterSport
Parent (17 and 21 Year old)
Chris Brindley
Chris Brindley
CONSISTENTLY DELIVERING OUTSTANDING RESULTS AND DEVELOPING WINNERS IN LIFE
Here to Revolutionise UK Banking
Creating Fans not Customers
Key themes from the past 2 days
Insight
People
Leadership
Transformational Change
Implementation/Execution
Here to Revolutionise UK Banking
Creating Fans not Customers
The revolution has two parts to it, our VISION and our VALUES...
By 2020 we will have:• 1million+ customers• 5,000+ staff• 200+ stores• £300m+ profit per year
To do this we must create a culture where we:• have Fans not Customers• are retailers not bankers (we must recruit for attitude)
• are one team, every Customer matters... (Internal, external, business, commercial or retail)
• build the bank one store at a time.• AMAZE
VISION VALUES
Customer Focus ‐We are a business with the customer and the community which we serve at its centre. The customer comes first. We continually strive to amaze our customers.
Effective Communication ‐We take responsibility for communicating clearly what we are, mean and can offer as a business and an individual to both our customers and our colleagues
Initiative and Results ‐We set ourselves stretching goals and deliver results against this, using our initiative and problem solving to improve our effectiveness for our customers
Professionalism and Integrity ‐We are professional Bankers, responsibly delivering amazing customer service with integrity and fun
Teamwork / Leadership ‐We take responsibility as individuals for effective teamwork, professional management and inspirational leadership
Reward and Recognition ‐We will reward our best people using our discretionary bonus scheme. Individuals who are not performing will not be rewarded
Customer, Culture, Model and Execution
Differentiated model+
Unique culture that reinforces the model+
Relentless execution=
FANS not Customers!
Choosing a Bank in the UK
Source: UK Office of Fair Trade June, 2008
Branch near where I lived/worked
Competitive interest rates
A Differentiated ModelCustomers want a better banking experience
Customers want value
Service is more important than rate
Create “Fans not Customers”
Location, Look and Feel
Open 7 days a week – Early till late (Online, Telephone Banking – 24/7, Mobile Banking coming next month)Instant Account Opening (Cards + Cheque Book printed in Store)Free Coin CountingToilet and Baby Changing FacilitiesSafety Deposit VaultDogs Rule and Kids RockInternal ATMsSimple to Understand Products and Pricing
Create Value, Create Fans
The Metro Bank Culture
Attend to every detailMake every wrong rightAsk if you are not sure ‐bump it upZest is contagious‐ share itExceed expectations
The Metro Bank Culture for Leaders
•Inspire
•Nurture
•Game Change
In conclusion
Profit is a by productBuild store by store, customer by customerLook at the great retailersCreate fans not customers
And the numbers since 29 July 2010 (when all the dials were nil)
20 Stores ( 24 by Dec 2013 )£1.1 Billion of Deposits£600 Million of Lending1,000 Colleagues250,000 Customers(most are fans)
National Governing Bodies
“Stewards of their Sport”
A Sporting Habit for Life 2012-2017
Funding is a privilege not an entitlement
Value for money will be a key consideration
High standards of governance and financial control
Principles
OutcomesA growth in participation in the 14‐25 age range
An excellent sporting experience .....to keep them playing sport
A growth in participation across the adult population
A growth in participation by people who have disabilities
When the pace of change outside is faster than the pace of change inside,
then disaster is imminent
thenGood is not enough
When better is possible
Good to Great
"Keep looking below surface appearances.Don't shrink from doing so (just) because you
might not like what you find."
"If it ain't broke, don't fix it" is the slogan of the complacent, the arrogant or the scared. It's an excuse for inaction, a call to non‐arms.
It's a mind‐set that assumes (or hopes) that today's realities will continue tomorrow in a tidy, linear and predictable fashion.
Pure fantasy.
In this sort of culture, you won't find people who pro‐actively take steps to solve problems as they emerge. Here's a little tip: don't invest
in these companies.
3 RevolutionsAdapt or Die
1. Technology
2. World Order
3. Consumer
Customer and Industry Knowledge
Who and where are your customers?What do you know about your customers?Who are your competitors?What are your challenges and how will you overcome them?How do you cultivate?What is your opportunity?
People Value Time as well as Money
MONEYRICHTIME POOR
MONEY RICHTIME RICH
MONEYPOORTIME POOR
TIME RICHMONEY POOR
HIGH
MONEY
LOW
LOW TIME HIGH
ACRES OF DIAMONDS
4 Key Strategies of Growth
Acquisition
Retention
Expansion
Cost Management
Definition of Insanity
“Doing the same old things and hoping for better results.”
Water Melon
vs
Cloud
Steve Kelly
Or a Dick Fosbury
It is better to light candles than complain about the dark
ManagementStrategyPlansTasksProcessMotivation
LeadershipVisionCultureTeamsPeopleMorale
The 5 E’s of Leadership1. Energy
2. Energise others
3. Execution
4. Edge
5. Excellence
"Never let your ego get so close to your position thatwhen your position goes, your ego goes with it."
Too often, change is stifled by people who cling to familiar turfs and job descriptions.
One reason that even large organisations wither is that managers won't challenge old, comfortable ways of doing things. But real leaders understand that, nowadays, every one of our jobs is becoming obsolete. The proper response is to obsolete our activities before someone else does.
Effective leaders create a climate where people’s worth is determined by their willingness to learn new skills and grab new responsibilities, thus perpetually reinventing their jobs.
"Never neglect details. When everyone‘s mind is dulled or
distracted the leader must be doubly vigilant."
Strategy equals execution
All the great ideas and visions in the world are worthless if they can't be implemented rapidly and efficiently.
Good leaders understand something else: an obsessive routine in carrying out the details
That is why even as they pay attention to details, they continually encourage people to challenge the process.
Don't take action if you have only enough information to give you less than a 40 percent chance of being right, but don't wait until you have enough facts to be 100 percent sure, because by then it is almost always too late.
Today, excessive delays in the name of information‐gathering breeds "analysis paralysis.“
Procrastination in the name of reducing risk actually increases risk
Discuss, Decide, Get on with it
You can’t manage What you don’t measure
But the pig doesn’t get fat by weighing it
Thank You for listening and
Good Luck
Luck iswhen preparationmeets opportunity
Raisethebar.co.uk@raisethebarltd