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

1

Internal Use Only

2

Internal Use Only

Go to www.kahoot.it

3

Internal Use Only

4

Internal Use Only

Go to www.kahoot.it

5

Internal Use Only

6

Internal Use Only

VIRTUAL MEETINGS – 2020 and Beyond?

7

Internal Use Only

Minimize Distractions

8

Internal Use Only

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.

9

Internal Use Only

Etiquette

10

Internal Use Only

11

Internal Use Only

12

Internal Use Only

13

Internal Use Only

14

Internal Use Only

15

Internal Use Only

16

Internal Use Only

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

17

Managing Effective Meetings

1

Exercise

Effective Meetings vs. Ineffective Meetings

2

Please go to www.menti.com.

3

What makes a meeting “effective?”

4

What makes a meeting “ineffective?”

5

Exercise

Ineffective Meeting Exercise

6

Exercise

Ineffective Meeting Exercise

Why was the meeting ineffective?

How could you have made it more effective?

7

Types of Meetings During an Examination

Pre ‐ Scope / Intro

First Day Meeting

Fact ‐ Finding

Update Meeting Wrap ‐ up Internal Debrief

Exit Meeting

Board Meeting

8

Exam Discussions Overview

Questions and Conclusions in Exam Process Questions Conclusions

100%

0%

Pre ‐ exam Meeting

Exit Meeting

9

Utilizing an Agenda

Question: what percentage of the exam meetings you’ve attended (all types) have involved a written agenda?

10

Utilizing an Agenda “Meetings without an agenda are like restaurants without a menu.”

11

Utilizing an Agenda

12

Utilizing an Agenda

Preparation Direction

Focus

Setting the Tone

Support

13

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

14

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.

15

4 C’s for Presenting

Calm Confident

Clear

Concise

16

4 C’s for Presenting

17

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

18

Ideas for a strong presentation Engage your audience Don’t read, remember Set the tone early – and maintain it Stay objective Support your conclusions

19

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

20

Remember…

21

Takeaways? Questions?

22

Internal Use Only

Negotiations

1

Internal Use Only

Negotiations is a method by which people settle differences.

2

Internal Use Only

The 6 Stages of Negotiations

3

Internal Use Only

The 6 Stages of Negotiations

4

Internal Use Only

The 6 Stages of Negotiations

5

Internal Use Only

The 6 Stages of Negotiations

6

Internal Use Only

The 6 Stages of Negotiations

7

Internal Use Only

The 6 Stages of Negotiations

8

Internal Use Only

The 6 Stages of Negotiations

9

Internal Use Only

Group Exercise

10

Internal Use Only

Conflict Management

1

Internal Use Only

In the chat: What does conflict mean to you?

2

Internal Use Only

3

Internal Use Only

4

Internal Use Only

5

Internal Use Only

6

Internal Use Only

AVOIDANCE

7

Internal Use Only

ACCOMODATION

8

Internal Use Only

COMPETITION

9

Internal Use Only

COMPROMISE

10

Internal Use Only

COLLABORATION

11

Internal Use Only

12

Internal Use Only

13

Internal Use Only

14

Internal Use Only

15

Internal Use Only

16

Internal Use Only

17

Internal Use Only

Red and Black Game

18

Internal Use Only

• 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.

19

Internal Use Only

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

20

Internal Use Only

Scoreboard Team Round 1

Round 2

Round 3

Round 4

Round 5

Round 6

Total

Team A

Score

Team B

Score

21

Internal Use Only

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

22

Internal Use Only

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?

23

Internal Use Only

Mindset question Are you a person who wants to win an argument, or doesn’t mind losing it?

24

Internal Use Only

Key Take-Aways • Acknowledge • Know your audience • Communicate • Clarify • Commit to resolve conflict using various method

25

Delivering Difficult Messages

1

Internal Use Only

Bad News, Bad Delivery

2

Internal Use Only

Bad News, Bad Delivery

3

Internal Use Only

Bad News, Bad Delivery

4

Internal Use Only

Bad News, Bad Delivery

5

Internal Use Only

Bad News, Bad Delivery

6

Internal Use Only

Bad News, Bad Delivery

7

Mentimeter

8

Internal Use Only

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

9

Internal Use Only

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

10

Internal Use Only

Delivering Difficult Messages How do you feel when you have to deliver a difficult message?

11

Internal Use Only

Activity

Delivering a difficult message

12

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

13

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

14

Internal Use Only Overcoming Fears of Delivering Difficult Messages Take deep breaths

Realize most of your nervousness does not show

Communicate more, not less

15

Internal Use Only

Principles of Persuasion

Authority

Scarcity

Reciprocity

16

Internal Use Only

Principles of Persuasion

Liking

Commitment & Consistency

Social Proof

17

Internal Use Only

Activity

Group Presentation

18

Internal Use Only

Fact-Finding Interviews

1

Internal Use Only

In the chat: Have you ever held a fact-finding meeting?

2

Internal Use Only

3

Internal Use Only

4

Internal Use Only

5

Internal Use Only

6

Internal Use Only

7

Internal Use Only

8

Internal Use Only

9

Internal Use Only

Keys For Fact-Finding • Get to the source • Stay objective

• Don’t get overwhelmed • Persist • Don’t assume • Listen • Have a plan

10

Internal Use Only

Get to the Source

Source

11

Internal Use Only

Stay objective

12

Internal Use Only

Don’t get overwhelmed

13

Internal Use Only

Persist

14

Internal Use Only

Don’t assume

15

Internal Use Only

Listen

16

Internal Use Only

Have a plan

17

Internal Use Only

18

Internal Use Only

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!

19

Thank you for the comments !

What are you really thinking ?

INDUSTRY FEEDBACK

1

Conversational Meetings &

Trust & Respect for the Audience

Notes of Collaboration

Different Presenter

Some “small talk” before meeting

Clear Action Plan

2

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

3

4

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

5

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

6

7

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

8