Effective Meetings with Management - October 2023
Effective Meetings with Management School
October 16-20, 2023 Minneapolis, MN
@ www.csbs.org ♦ @csbsnews
CONFERENCE OF STATE BANK SUPERVISORS 1300 I Street NW / Suite 700 / Washington, DC 20005 / (202) 296-2840
Effective Meetings with Management Minneapolis, MN October 16-20, 2023
Embassy Suites by Hilton - Minneapolis Downtown Meeting Room: Turquoise Room
Monday, October 16, 2023 7:30 am – 8:30 am
Registration Outside Plymouth Ballroom
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
4:30 pm
Adjourn
Networking Reception Outside Plymouth Ballroom
5:30 pm – 7:30 pm
Tuesday, October 17, 2023 8:30 am – 9:00 am
Icebreaker
Delivering Difficult Messages
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
Negotiations
Lunch on your own
Conflict Management
2:30 pm – 2:45 pm
Break
Pop-Up Presentations
2:45 pm – 4:30 pm
4:30 pm
Adjourn
Wednesday, October 18, 2023 8:30 am – 9:00 am
Icebreaker
Fact Finding
9:00 am – 9:45 am
9:45 am – 10:00 am 10:00 am – 10:45 am
Break
Escape Room Activity
Industry Feedback
10:45 am – 11:15 am
Prepare for Individual Meetings
11:15 am - 11:45 am
11:45 am – 1:00 pm 1:00 pm – 2:30 pm
Lunch on your own
Individual Meeting with Instructor (20 minutes per person)/ Prepare for Presentation (remainder of the day)
2:30 pm – 2:45 pm
Break
Individual Meeting with Instructor (20 minutes per person)/ Prepare for Presentation (remainder of the day)
2:45 pm – 4:30 pm
4:30 pm
Adjourn
Thursday, October 19, 2023 8:30 am – 9:00 am
Prepare for Board/ Management Meetings
Board/Management Meetings
9:00 am – 11:30 am
11:30 am – 1:00 pm
Lunch on your own
Board/Managment Meetings
1:00 pm – 2:30 pm
2:30 pm – 3:00 pm 3:00 pm – 4:00 pm
Break
Marshmallow Challenge
4:30 pm
Adjourn
Friday, October 20, 2023 8:30 am – 9:00 am
Board/Management Meeting Review
Family Feud and Wrap-up
9:00 am – 11:00 am
11:00 am
Adjourn
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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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Managing Effective Meetings
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Exercise
Effective Meetings vs. Ineffective Meetings
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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
Internal Debrief
Exit Meeting
Board Meeting
Wrap ‐ up
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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 03/31/2011
Period Ended 12/31/2010
Period Ended 12/31/2009
Net Non ‐ Core Funding Dependence Net Loans and Leases/Total Assets
10.36%* 76.70%
14.61%* 75.57%
24.97% 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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What does conflict mean to you?
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AVOIDANCE
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ACCOMMODATION
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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 1
Team
Round 1
Round 2
Round 3
Round 4
Round 5
Round 6
Total
Team A
Score
Team B
Score
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Scoreboard 2
Team
Round 1
Round 2
Round 3
Round 4
Round 5
Round 6
Total
Team A
Score
Team B
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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Delivering Difficult Messages
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In the chat: Do you have to deliver difficult messages?
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Goals
• Class Experiences
• Bad Examples of Bad News
• Difficult Messages: Dos and Don'ts
• Difficult Messages: Meeting the Challenge
• Difficult Messages: Persuasive Principles
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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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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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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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Activity
Group Presentation
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GROUP ONE: AUDIENCE
Bank has minimal earnings and any negative findings that might impact earnings will directly impact capital, which will require capital infusion. As the BOD and management, you do not want to have any negative findings from the exam.
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GROUP TWO: AUDIENCE
You are the Chairman/President of the bank. Your son is the BSA officer, who has been to (2) BSA training and has back up support. He has been the BSA officer for the past 5 years.
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GROUP THREE: AUDIENCE
As BOD/management, your bank’s earnings levels have been performing satisfactorily; however, your bank performs slightly better than peer. So, you think that Earnings rating should be upgraded.
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GROUP FOUR: AUDIENCE
As BOD/management, the bank recently acquired another institution. Due to lack of information, due diligence on the acquiring institutions was not performed. However, you recently found out that there was a $1.5MM defalcation from someone from the acquiring bank’s customer accounts. As management, you do not want it to impact the management component rating.
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GROUP FIVE: AUDIENCE
As BOD/management, you were notified that examiners are extending their stay at your bank to (5) weeks. Examiners have stayed beyond the timeframe you would like for them to be there. As management, you do not want any downgrades.
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Takeaways?
Questions?
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Fact-Finding Interviews
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Have you ever held a fact-finding meeting?
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Keys For Fact-Finding
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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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Board/Management Meeting Presentations
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Board/Management Meeting Presentations:
• Prepare a 20-minute Board/Management Meeting Presentation. • Remove all confidential/ identifying information • Try to challenge yourself! Focus on findings that are hard to deliver. • Send your agenda to your instructor prior to your presentation. • Everyone will also observe the other presentations and act as members of Management or the Board. • Be prepared for questions or challenges just like in a real-life situation.
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Schedule:
Prior to School
Wednesday, October 18
Thursday, October 19
After School
• Come prepared with a previous board or management meeting presentation or one that you plan to conduct.
• 20-minute one-on one meeting with your instructor to discuss your presentation • Independent time to prepare for presentation
• Board/Management Meetings • Presentation and observe • Send agenda to Instructor prior to presentation
• You will receive a feedback form from your instructor.
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