Effective Meetings with Management August 2023

Effective Meetings with Management

$XJXVW 22-31 /LYH 9LUWXDO

@ www.csbs.org ε @csbsnews

CONFERENCE OF STATE BANK SUPERVISORS 1 , Street NW / 6XLWH / Washington, DC 20 / (202) 296-2840

Effective Meetings with Management School - Live Virtual August 22-31, 2023

Tuesday, August 22, 2023 1:00 pm – 1:15 pm

Introduction

Icebreaker

1:15 pm – 2:00 pm

Managing Effective Meetings

2:00 pm – 3:00 pm

Break

3:00 pm – 3:15 pm

Pop-up Presentations

3:15 pm – 4:00 pm

Adjourn

4:00 pm

Wednesday, August 23, 2023 1:00 pm – 1:15 pm

Welcome and Icebreaker

Delivering Difficult Messages

1:15 pm – 2:00 pm

Negotiations

2:00 pm – 3:00 pm

Break

3:00 pm – 3:15 pm

Communication Skills

3:15 pm – 4:00 pm

Adjourn

4:00 pm

Thursday, August 24, 2023 1:00 pm – 1:15 pm

Welcome and Icebreaker

Fact Finding

1:15 pm – 2:45 pm

Break

2:45 pm – 3:00 pm

Conflict Management

3:00 pm – 4:00 pm

Adjourn

4:00 pm

Week 2 Tuesday, August 29, 2023

Mandatory Office Hours – Preparation of Board Meetings

1:00 pm – 2:30 pm

Independent Work on Presentation

2:30 pm – 4:00 pm

Adjourn

4:00 pm

Wednesday, August 30, 2023

Board Meeting Presentations

1:00 pm – 4:00 pm

Adjourn

4:00 pm

Thursday, August 31, 2023

Board Meeting Presentations

1:00 pm – 3:00 pm 3:00 pm – 4:00 pm

Wrap-up and Adjourn

Managing Effective Meetings

Exercise

Effective Meetings vs. Ineffective Meetings

What makes a meeting “effective?”

What makes a meeting “ineffective?”

Types of Meetings During an Examination

Pre-Scope / Intro

First Day Meeting

Fact Finding

Update Meeting Wrap-up

Internal Debrief

Exit Meeting

Board Meeting

Exam Discussions Overview

Questions and Conclusions in Exam Process Questions Conclusions

100%

0%

Pre-exam Meeting

Exit Meeting

Utilizing an Agenda

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

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

Utilizing an Agenda

Utilizing an Agenda

Preparation Direction

Focus

Setting the Tone

Support

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

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.

4 C’s for Presenting

Calm Confident

Clear

Concise

4 C’s for Presenting

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

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

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

Thank you for the comments !

What are you really thinking ?

INDUSTRY FEEDBACK

Conversational Meetings &

Trust & Respect for the Audience

Notes of Collaboration

Different Presenter

Pre meeting “small talk”

Clear Action Plan

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

Repeated Request

Evasiv e Reasoning and Lack of Clarity

Complex/Confusing Questions

No Clear Direction on Requests

Poorly Scheduled Virtual Meeting

Multitasking During Virtual Meeting

Assumptions

Presumption of Non-Compliance

Arguing & Interrupting

No Eye Contact

Not Listening or Taking Notes

No Agenda

Meeting Just to Meet Without Reason

Rigid Q&A Format

Playing on Phone

Repeating Questions

Tardy/Not Punctual

Forget to U nmute

Distractions on Zoom

Disrespect Abilities

Attire

Monopolizing

“Best Practice” without Discussing

No Substantive Comments

Confrontational Seating Arrangement

Unprepared

Engagement/ Phone

Reading Agenda

Remember…

Takeaways? Questions?

Internal Use Only

Delivering Difficult Messages

Internal Use Only

In the chat: Do you have to deliver difficult messages?

Internal Use Only

Goals

• Class Experiences • Bad Examples of Bad News • Difficult Messages: Dos and Don'ts

• Difficult Messages: Meeting the Challenge • Difficult Messages: Persuasive Principles

Internal Use Only

Please go to www.menti.com.

Internal Use Only

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

Internal Use Only

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

Internal Use Only

Delivering Difficult Messages

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

Internal Use Only

Bad News, Bad Delivery

Internal Use Only

Bad News, Bad Delivery

Internal Use Only

Bad News, Bad Delivery

Internal Use Only

Bad News, Bad Delivery

Internal Use Only

Bad News, Bad Delivery

Internal Use Only

“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

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

Internal Use Only

Overcoming Fears of Delivering Difficult Messages

Take deep breaths

Realize most of your nervousness does not show

Communicate more, not less

Internal Use Only

Principles of Persuasion

Authority

Scarcity

Reciprocity

Internal Use Only

Principles of Persuasion

Liking

Commitment & Consistency

Social Proof

Internal Use Only

Takeaways? Questions?

Internal Use Only

Negotiations

Internal Use Only

Negotiations is a method by which people settle differences.

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

The 6 Stages of Negotiations

Internal Use Only

Group Exercise

Communication Skills

Go to www.kahoot.it

Go to www.kahoot.it

VIRTUAL MEETINGS – 2020 and Beyond?

Minimize Distractions

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.

Etiquette

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

Fact-Finding Interviews

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

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

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

Get to the Source

Source

Stay objective

Don’t get overwhelmed

Persist

Don’t assume

Listen

Have a plan

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!

Conflict Management

In the chat: What does conflict mean to you?

AVOIDANCE

ACCOMODATION

COMPETITION

COMPROMISE

COLLABORATION

Red and Black Game

• 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.

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

Round 4

Round 5

Round 6

Team A

Score

Team B

Score

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

Round 4

Round 5

Round 6

Team A

Score

Team B

Score

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

Thank you for the comments !

What are you really thinking ?

INDUSTRY FEEDBACK

Conversational Meetings &

Trust & Respect for the Audience

Notes of Collaboration

Different Presenter

Some “small talk” before meeting

Clear Action Plan

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

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

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

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