EMM Presentations - March 2023
Effective Meetings with Manag e ment
March 6-10, 2023
@ www.csbs.org � @csbsnews
CONFERENCE OF STATE BANK SUPERVISORS 1129 20th Street NW / 9th Floor / Washington, DC 20036 / (202) 296-2840
Effective Meetings with Management San Francisco, CA March 6-10, 2023
Location: Hyatt Centric Fisherman's Wharf San Francisco Meeting Room: C.A. Thayer
Monday, March 6, 2023 7:30 am – 8:30 am
Breakfast
Introduction
8:30 am – 8:45 am
Icebreaker
8:45 am – 9:30 am 9:30 am – 9:45 am 9:45 am – 11:45 am
Break
Communication Skills
11:45 am – 1:00 pm
Lunch on your own
Managing Effective Meetings
1:00 pm – 2:30 pm
2:30 pm – 2:45 pm 2:45 pm – 3:15 pm 3:15 pm – 4:30 pm
Break
Managing Effective Meetings (continued)
Pop-Up Presentations
Adjourn
4:30 pm
Networking Reception
5:30 pm – 7:30 pm
Tuesday, March 7, 2023 7:30 am – 8:30 am
Breakfast
Icebreaker
8:30 am – 9:00 am
Negotiations
9:00 am – 10:15 am
10:15 am – 10:30 am 10:30 am – 11:45 am 11:45 am – 1:00 pm 1:00 pm – 2:30 pm
Break
Conflict Management
Lunch on your own
Delivering Difficult Messages
2:30 pm – 2:45 pm
Break
Pop-Up Presentations
2:45 pm – 4:30 pm
Adjourn
4:30 pm
Wednesday, March 8, 2023 7:30 am – 8:30 am
Breakfast
Icebreaker
8:30 am – 9:00 am 9:00 am – 9:45 am 9:45 am – 10:00 am 10:00 am – 10:45 am 10:45 am – 11:15 am 11:15 am - 11:45 am 11:45 am – 1:00 pm
Fact Finding Presentation
Break
Escape Room Activity
Industry Feedback
Prepare for Individual Meetings
Lunch on your own
Individual Meeting with Instructor (20 minutes per person)/ Preparation for Meeting Presentation (remainder of the day)
1:00 pm – 2:30 pm
2:30 pm – 2:45 pm 2:45 pm – 4:30 pm
Break
Individual Meeting with Instructor (20 minutes per person)/ Preparation for Meeting Presentation (remainder of the day)
Adjourn
4:30 pm
Thursday, March 9, 2023 7:30 am – 8:30 am
Breakfast
Board Meetings
8:30 am – 11:45 am 11:45 am – 1:00 pm
Lunch on your own
Board Meetings
1:00 pm – 4:30 pm
Adjourn
4:30 pm
Friday, March 10, 2023 7:30 am – 8:30 am
Breakfast
Board Meeting Review
8:30 am – 9:30 am
Family Feud and Wrap-up
9:30 am – 11:00 am
Adjourn
11:00 am
Internal Use Only
Communication Skills
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Go to www.kahoot.it
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Go to www.kahoot.it
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VIRTUAL MEETINGS – 2020 and Beyond?
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Minimize Distractions
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Technology • Test all technology before the meeting. • Raise your webcam to eye-level. • Use a good microphone • Position conference window near camera. • Use a laptop, not a phone.
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Etiquette
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Communication is Key • Verbal / non-verbal • Aware of body language • Eye Contact • Posture • Personal Appearance • Volume • Inflection • Articulation • Direct w/ middle person • Virtual Communication Issues and Etiquette
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Managing Effective Meetings
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Exercise
Effective Meetings vs. Ineffective Meetings
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Please go to www.menti.com.
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What makes a meeting “effective?”
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What makes a meeting “ineffective?”
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Exercise
Ineffective Meeting Exercise
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Exercise
Ineffective Meeting Exercise
Why was the meeting ineffective?
How could you have made it more effective?
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Types of Meetings During an Examination
Pre ‐ Scope / Intro
First Day Meeting
Fact ‐ Finding
Update Meeting Wrap ‐ up Internal Debrief
Exit Meeting
Board Meeting
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Exam Discussions Overview
Questions and Conclusions in Exam Process Questions Conclusions
100%
0%
Pre ‐ exam Meeting
Exit Meeting
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Utilizing an Agenda
Question: what percentage of the exam meetings you’ve attended (all types) have involved a written agenda?
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Utilizing an Agenda “Meetings without an agenda are like restaurants without a menu.”
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Utilizing an Agenda
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Utilizing an Agenda
Preparation Direction
Focus
Setting the Tone
Support
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Utilizing an Agenda
• Use bullet points
• Include every point you want to make
• Focus on key topics
• Provide too much detail
• Add detail verbally
• Lack structure
• Review multiple times
Do
• Bury the message in numbers
Don’t
• Prioritize items
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Utilizing an Agenda
“Too much detail is apt, like any other form of extravagance, to become slightly vulgar.” – Willa Cather
Ratio
Period Ended Period Ended Period Ended 03/31/2011 12/31/2010 12/31/2009
Net Non ‐ Core Funding Dependence Net Loans and Leases/Total Assets
10.36%*
14.61%*
24.97%
76.70% 75.57% 80.30%
• Liquidity and funds management practices are satisfactory, in spite of credit risk issues. The bank has access to sufficient sources of funds to meet present and anticipated liquidity needs. • Liquidity levels have improved since the prior examination. • On balance sheet • Liquid assets = $195 million, or 9.2% at March 31, 20XX (8.5% at LX) • Totals have improved during 2 nd quarter to $312 million, or 14.8% as of June 30, 20XX • Represents an increase of over 500 bps. • External borrowing sources • The bank continues to be rated “7” by FHLB, primarily due to credit risk issues. The bank remains on “listing” status and FHLB funding requires 142% collateral coverage. • FHLB borrowing capacity at March 31, 20XX = $264 million • FHLB borrowing capacity at June 30, 20XX = $272 million • In additional secured borrowing line with FRB = $27 million and unsecured line with Comerica = $6.5 million • Total on-hand liquidity / total liabilities as of March 31, 2011 = 25% (21% LX). Improved further to 29% as of June 30, 2011. • The bank’s Net Noncore Funding Dependence ratio is moderate at 10.4% (using the > $250,000 deposit insurance limit) as of March 31, 20XX. The UBPR Peer Group ratio is 11.6%. • The bank’s deposit base remains stable. Step-up time deposits have interest rates well-above market, but are limited to approximately $137 Million. • Management has been able to develop and access new funding sources, e.g. QwickRate and Comerica. Additionally, management regularly sells securities and loans without incurring loss. • Regulatory restrictions on holdings of brokered deposits and interest rate caps remain in-place. • Management has addressed contingency funding plan and other risk management weaknesses.
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4 C’s for Presenting
Calm Confident
Clear
Concise
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4 C’s for Presenting
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Ideas for a strong presentation
Train and rehearse to hone your skills Know your audience Dress, look, and act the part
Be courteous Be interesting
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Ideas for a strong presentation Engage your audience Don’t read, remember Set the tone early – and maintain it Stay objective Support your conclusions
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Ideas for a strong presentation Build your case along the way Use simple text / graphics Time your remarks to stay on track Summarize key conclusions and next steps Remember the 4 C’s
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Remember…
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Takeaways? Questions?
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Negotiations
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Negotiations is a method by which people settle differences.
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The 6 Stages of Negotiations
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The 6 Stages of Negotiations
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The 6 Stages of Negotiations
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The 6 Stages of Negotiations
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The 6 Stages of Negotiations
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The 6 Stages of Negotiations
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The 6 Stages of Negotiations
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Group Exercise
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Conflict Management
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In the chat: What does conflict mean to you?
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AVOIDANCE
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ACCOMODATION
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COMPETITION
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COMPROMISE
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COLLABORATION
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Red and Black Game
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• If both Team A and Team B choose red, both teams lose 5 points. • If Team A chooses red and Team B chooses black, Team A gains 10 points, and Team B loses 10 points. • If Team A chooses black and Team B chooses red, Team B gains 10 points, and team A loses 10 points. • If both Team A and Team B choose black, both teams gain 3 points.
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Game Scoring
Team A
Team B
Score for A
Score for B
Black Black
Black
+3
+3
Red
‐ 10 +10
+10 ‐ 10
Red Red
Black
Red
‐ 5
‐ 5
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Scoreboard Team Round 1
Round 2
Round 3
Round 4
Round 5
Round 6
Total
Team A
Score
Team B
Score
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Macro Meaning: How was the game played between the teams? Team A Team B Meaning Choice Black Black You and bully become friends Win ‐ Win Black Red You beat up the bully Win ‐ Lose Red Black Bully beats you up Lose ‐ Win Red Red Both of you go to detention Lose ‐ Lose
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Micro Meaning • How was the game played within each team? • Did you participate? Did you know what to do but sit back? Did you know what to do but allow someone else to dominate? • Did you think that this was all lame and didn’t really put any energy into it?
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Mindset question Are you a person who wants to win an argument, or doesn’t mind losing it?
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Key Take-Aways • Acknowledge • Know your audience • Communicate • Clarify • Commit to resolve conflict using various method
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Delivering Difficult Messages
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Bad News, Bad Delivery
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Bad News, Bad Delivery
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Bad News, Bad Delivery
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Bad News, Bad Delivery
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Bad News, Bad Delivery
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Bad News, Bad Delivery
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Mentimeter
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Delivering Difficult Messages
Who might you need to communicate with during the examination process?
Bank employees
Loan Officers
Mid-level Managers Executives
Examiners from Other Agencies
Other Examiners
Supervisory Examiners
Directors
Chief Examiners / Deputy Level
Case Managers
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Delivering Difficult Messages
What messages may be difficult to deliver during the examination process?
Findings
Loan Downgrade Downgraded Ratings Supervisory Action
Need to extend onsite exam
Not Ready for an Exit Meeting
Need more time to write the report
Feedback to other examiners
Difference in approach between agencies
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Delivering Difficult Messages How do you feel when you have to deliver a difficult message?
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Activity
Delivering a difficult message
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Internal Use Only DELIVERING A DIFFICULT MESSAGE “Bad news isn’t fine wine. It doesn’t improve with age.” – Colin Powell
• Joke around. • Be vague. • Beat around the bush. • Soften the blow too much. • Give advice if not asked. • Use slang or informal talk.
• Prepare yourself. • Be direct. • Have support. • Give others a chance to speak. • Treat them with empathy. • Be professional.
Do
Don’t
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Internal Use Only Overcoming Fears of Delivering Difficult Messages Practice your comments
Visualize and rehearse
Allow others to help - and at times rely on them
Gain familiarity with audience / setting
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Internal Use Only Overcoming Fears of Delivering Difficult Messages Take deep breaths
Realize most of your nervousness does not show
Communicate more, not less
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Principles of Persuasion
Authority
Scarcity
Reciprocity
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Principles of Persuasion
Liking
Commitment & Consistency
Social Proof
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Activity
Group Presentation
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Fact-Finding Interviews
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In the chat: Have you ever held a fact-finding meeting?
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Keys For Fact-Finding • Get to the source • Stay objective
• Don’t get overwhelmed • Persist • Don’t assume • Listen • Have a plan
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Get to the Source
Source
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Stay objective
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Don’t get overwhelmed
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Persist
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Don’t assume
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Listen
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Have a plan
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Bank Examiner Escape Room During your first ever examination at a De Novo Bank, you and your team have been locked in the vault by a jealous former examiner employee. The vault is virtually air ‐ tight, but there is one way out.
You must obtain clues to aid in your escape (once you believe you have solved a clue, let your instructor know to determine if you can move forward).
You will need to enter the Exit Code, but you cannot input the code until all clues have been obtained. In addition, the code locks out forever after two failed attempt.
Focus on your surroundings, work together as a team, remember the importance of digging into clues and asking follow ‐ up questions. Good luck!
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Thank you for the comments !
What are you really thinking ?
INDUSTRY FEEDBACK
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Conversational Meetings &
Trust & Respect for the Audience
Notes of Collaboration
Different Presenter
Some “small talk” before meeting
Clear Action Plan
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New Examiners
Informative and Structured with Input
Presenting Facts with Support
Follow up after Yes/No
Same Documents
Preparation & Clarity
– Extra Copies
Courtesy – Not Accusatory
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Repeated Request
Evasive Reasoning and Lack of Clarity
Complex/Confusing Questions
No Clear Direction on Requests
Short Zoom Meeting / Multi-Tasking During Zoom Meeting
Assumptions
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Arguing & Interrupting
Presumption of Non-Compliance
Not listening or Taking Notes
No Eye Contact
Meeting Just to Meet Without Reason
Playing on Phone
Rigid Q&A Format
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Repeating questions
Forget to unmute
Tardy/Not punctual
Distraction during zoom
“Best practice” without discussing
Attire
Disrespect abilities
No substantive comments
Confrontational seating arrangement
Unprepared
Reading Agenda
Engagement/ Phone
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