EMM Sept 2022

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Managing Effective Meetings

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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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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

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

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Utilizing an Agenda

Preparation Direction

Focus

Setting the Tone

Support

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Utilizing an Agenda

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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 increaseofover500 bps. • External borrowing sources • The bank continues to be rated “7” by FHLB, primarily due to credit risk issues. Thebank 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 linewith FRB= $27 millionand 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 Make your closing memorable Remember the 4 C’s

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Remember…

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Takeaways? Questions?

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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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Please go to www.menti.com.

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Delivering Difficult Messages

Who might you need to communicate with during the examination process?

Bank employees

Mid ‐ level Managers

Loan Officers

Executives

Directors

Examiners from Other Agencies

Chief Examiners / Deputy Level

Other Examiners

Supervisory Examiners

Case Managers

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Delivering Difficult Messages

What messages may be difficult to deliver during the examination process?

Need to extend onsite exam

Findings

Loan Downgrade Downgraded Ratings

Supervisory Action

Difference in approach between agencies

Not Ready for an Exit Meeting

Need more time to write the report

Feedback to other examiners

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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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“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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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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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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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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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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Fact-Finding Interviews

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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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Conflict Management

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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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Scoreboard : Room 1 Vs Room 2 Team Round 1 Round 2 Round 3 Round 4

Round 5

Round 6

Total

Team A (Susan)

Score

Team B (Kareeme) Score

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Scoreboard : Room 3 Vs Room 4 Team Round 1 Round 2 Round 3

Round 4

Round 5

Round 6

Total

Team A (Patrick)

Score

Team B (Shaun)

Score

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

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