Effective Meetings with Management

Effective Meetings with Management

July 9-18, 2024 Live Virtual

@ www.csbs.org ♦ @csbsnews

CONFERENCE OF STATE BANK SUPERVISORS 1300 I Street NW / Suite 700 / Washington, DC 20005 / (202) 296-2840

July 9-18, 2024 Effective Meetings with Management

ATTENDEES Connecticut Department of Banking Townsend, Marleen

marleen.townsend@ct.gov

Massachusetts Division of Banks Seaines-Taylor, Kelly

kelly.seaines-taylor@mass.gov

New Hampshire State Banking Department Ring, Brenden

brenden.w.ring@banking.nh.gov anna-maria.tremblay@banking.nh.gov

Tremblay, Anna-Maria

New York State Department of Financial Services Brito, Derek

derek.brito@dfs.ny.gov

Costelloe, Thomas Gaier, Cassady Johnson, Breanna Nikiforidis, Louis Rabayev, Anzhelika Rahman, Rasel Seabrook, Alicia Tiwary-Singh, Jemima

thomas.costelloe@dfs.ny.gov cassady.gaier@dfs.ny.gov breanna.johnson@dfs.ny.gov louis.nikiforidis@dfs.ny.gov anzhelika.rabayev@dfs.ny.gov rasel.rahman@dfs.ny.gov alicia.seabrook@dfs.ny.gov jemima.tiwary-singh@dfs.ny.gov

North Carolina Office of Commissioner of Banks Gray, William

wgray@nccob.gov

INSTRUCTORS Arkansas State Bank Department Powell, Jack

jpowell@banking.state.ar.us

Indiana Department of Financial Institutions Land, Patrick

pland@dfi.in.gov

Massachusetts Division of Banks Agyemang, Akwasi

akwasi.agyemang@mass.gov

North Carolina Office of the Commissioner of Banks Jones, Kelley

kjones@nccob.gov

CSBS STAFF Hoyle, Katie

khoyle@csbs.org

Richardson, Amy

arichardson@csbs.org

Effective Meetings with Management School - Live Virtual July 9-18, 2024

Week 1 Tuesday, July 9, 2024 1:00 pm – 1:15 pm 1:15 pm – 1:45 pm 1:45 pm – 2:45 pm 2:45 pm – 3:00 pm 3:00 pm – 3:45 pm 3:45 pm – 4:00 pm

Introduction

Student Introductions Communication Skills

Break

Pop-up Presentations

Exit Meeting Presentation Introduction

4:00 pm

Adjourn

Wednesday, July 10, 2024 1:00 pm – 1:15 pm

Welcome and Icebreaker

Managing Effective Meetings

1:15 pm – 2:15 pm 2:15 pm – 2:30 pm 2:30 pm – 3:15 pm 3:15 pm – 4:00 pm

Break

Delivering Difficult Messages

Negotiations

4:00 pm

Adjourn

Thursday, July 11, 2024 1:00 pm – 1:15 pm

Welcome and Icebreaker

Fact Finding

1:15 pm – 2:45 pm 2:45 pm – 3:00 pm 3:00 pm – 4:00 pm

Break

Conflict Management

4:00 pm

Adjourn

Week 2 Tuesday, July 16, 2024 1:00 pm – 3:00 pm

Mandatory Office Hours – Preparation of Board Meetings

Independent Work on Presentation

3:00 pm – 4:00 pm

4:00 pm

Adjourn

Wednesday, July 17, 2024 1:00 pm – 4:00 pm

Board Meetings/Feedback

4:00 pm

Adjourn

Thursday, July 18, 2024 1:00 pm – 2:00 pm

Board Meetings Recap

End of School Recap & Wrap-Up

2:00 pm – 3:00 pm

Internal Use Only

Communication Skills

Internal Use Only

Internal Use Only

Go to www.kahoot.it

Internal Use Only

Internal Use Only

Internal Use Only

When it’s 9:50 on your day off and you just found out your 10:00 conference call is actually a group video conference.

Internal Use Only

MEETING BEST PRACTICES: VIRTUAL • TECHNOLOGY • ARRIVE EARLY

• LIMIT DISTRACTIONS • DRESS APPROPRIATELY • BE CAMERA-READY • BE AN ACTIVE PARTICIPANT

Internal Use Only

VIRTUAL MEETING BEST PRACTICES: 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.

Internal Use Only

VIRTUAL MEETING BEST PRACTICES: ARRIVE EARLY • Provides extra time for any unexpected delays. • Shows desire to engage and get work done in a timely manner. • Potential to start and finish earlier.

• Opportunity to build rapport with attendees. • Don’t be last: don’t make others wait on you.

Internal Use Only

VIRTUAL MEETING BEST PRACTICES: LIMIT DISTRACTIONS • Adequate lighting.

• Closed and private space. • No background distractions. • Avoid multitasking. • Turn off notifications. • Silence your cell phone. • Look at camera when talking.

Internal Use Only

VIRTUAL MEETING BEST PRACTICES: DRESS APPROPRIATELY

Internal Use Only

VIRTUAL MEETING BEST PRACTICES: BE CAMERA-READY!

Internal Use Only

VIRTUAL MEETING BEST PRACTICES: BE AN ACTIVE PARTICIPANT

Internal Use Only

Good vs. Bad Communication

Internal Use Only

Communication is Key • Verbal / non-verbal

• Body language: Posture, Eye contact, posture, appearance. • Voice: Volume, inflection, tone, articulation, eye contact • Direct vs. indirect • Virtual Best Practices • Good vs. Bad

Internal Use Only

Managing Effective Meetings

Internal Use Only

Activity

Effective Meetings vs. Ineffective Meetings

Internal Use Only

What makes a meeting “effective?”

Internal Use Only

What makes a meeting “ineffective?”

Internal Use Only

ACTIVITY DEBRIEF • Takeaways • How can you apply the activity to your job?

Internal Use Only

Types of Meetings During an Examination

First Day Meeting

Fact Finding

Update Meeting

Wrap up

Internal Debrief

Exit Meeting

Board Meeting

Pre-Scope / Intro

Internal Use Only

Exam Discussions Overview

Questions and Conclusions in Exam Process Questions Conclusions

100%

0%

Pre-exam Meeting

Exit Meeting

Internal Use Only

Utilizing an Agenda

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

Internal Use Only

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

Internal Use Only

Utilizing an Agenda

Internal Use Only

Utilizing an Agenda

Preparation Direction

Focus

Setting the Tone

Support

Internal Use Only

Utilizing an Agenda

Usually A Good Idea • Bullet points. • Key topics only. • Add detail verbally. • Review. • Prioritize.

Usually A Bad Idea • List every topic and subtopic. • Provide thorough detail. • Lack structure or order. • Use lots of numbers.

Internal Use Only

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%* 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.

Internal Use Only

4 C’s for Presenting

Calm Confident

Clear

Concise

Internal Use Only

4 C’s for Presenting

Internal Use Only

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

Internal Use Only

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

Internal Use Only

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

Internal Use Only

Remember…

Internal Use Only

Thank you for the comments !

What are you really thinking ?

INDUSTRY FEEDBACK

Internal Use Only

Trust & Respect for the Audience

Conversational Meetings &

Notes of Collaboration

Different Presenter

Clear Action Plan

Pre meeting “small talk”

Internal Use Only

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

Internal Use Only

Internal Use Only

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

Internal Use Only

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

Internal Use Only

Internal Use Only

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

Internal Use Only

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

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

SIX STAGES OF NEGOTIATION PROCESS 1. Preparation 2. Discussion

3. Clarification 4. Negotiation 5. Agreement 6. Implementation

Internal Use Only

SIX STAGES OF NEGOTIATION PROCESS 1. Preparation 2. Discussion

3. Clarification 4. Negotiation 5. Agreement 6. Implementation

Internal Use Only

SIX STEPS OF NEGOTIATION PROCESS 1. Preparation 2. Discussion

3. Clarification 4. Negotiation 5. Agreement 6. Implementation

Internal Use Only

The 6 Stages of Negotiations

1. Preparation 2. Discussion 3. Clarification

4. Negotiation 5. Agreement 6. Implementation

Internal Use Only

The 6 Stages of Negotiations

1. Preparation 2. Discussion 3. Clarification 4. Negotiation 5. Agreement 6. Implementation

Internal Use Only

The 6 Stages of Negotiations

1. Preparation 2. Discussion 3. Clarification 4. Negotiation 5. Agreement 6. Implementation

Internal Use Only

The 6 Stages of Negotiations

1. Preparation 2. Discussion

3. Clarification 4. Negotiation 5. Agreement 6. Implementation

Internal Use Only

SIX STAGES OF NEGOTIATION PROCESS 1. Preparation 2. Discussion

3. Clarification 4. Negotiation 5. Agreement 6. Implementation

Internal Use Only

Group Exercise

Internal Use Only

ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Internal Use Only

Fact-Finding Meetings

Internal Use Only

Goals

• Class Experiences • Big Fact-Finding Questions • Fact Finding Reminders • Activity

Internal Use Only

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

Internal Use Only

Internal Use Only

Question: What?

Internal Use Only

Have a plan

Internal Use Only

Question: Who?

Internal Use Only

Get to the Source

Source

Internal Use Only

Question: When?

Internal Use Only

Internal Use Only

Question: Why? (How)

Internal Use Only

Internal Use Only

Internal Use Only

Have a plan

Internal Use Only

Stay Objective

Internal Use Only

Listen

Internal Use Only

Don’t assume

Internal Use Only

Internal Use Only

Internal Use Only

Verify

Internal Use Only

Don’t get overwhelmed

Internal Use Only

Persist

Internal Use Only

Keys For Fact-Finding • Review information provided • Know what additional information you need. • Identify the right questions. • Get to the source

• Listen and ask follow-up questions. • Don’t assume and stay objective. • Confirm answers or findings. • Don’t get overwhelmed. • Persist.

Internal Use Only

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!

Internal Use Only

ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Internal Use Only

Conflict Management

Internal Use Only

In the chat: What does conflict mean to you?

Internal Use Only

Internal Use Only

Internal Use Only

Internal Use Only

Internal Use Only

Internal Use Only

Internal Use Only

Internal Use Only

Internal Use Only

Internal Use Only

AVOIDANCE

Internal Use Only

ACCOMMODATION

Internal Use Only

COMPETITION

Internal Use Only

COMPROMISE

Internal Use Only

COLLABORATION

Internal Use Only

Internal Use Only

Internal Use Only

Red and Black Game

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.

Internal Use Only

Scoreboard : Room 1 Vs Room 2

Team Team A

Round 1

Round 2

Round 3

Round 4

Round 5

Round 6

Score

Team B

Score

Internal Use Only

Scoreboard : Room 3 Vs Room 4

Team Team A

Round 1

Round 2

Round 3

Round 4

Round 5

Round 6

Score

Team B

Score

Internal Use Only

ACTIVITY DEBRIEF • Takeaways • How did you apply the presentation to the activity? • How can you apply the activity to your job?

Internal Use Only

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

Internal Use Only

Board/Management Meeting Presentations

Internal Use Only

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 Katie (khoyle@csbs.org) by end of day on Tuesday, July 16. • 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.

Internal Use Only

Schedule:

Prior to School

Tuesday, July 16

Wednesday, July 17 & Thursday, July 18

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 • Send agenda to Katie by end of day

• Board/Management Meetings • 20-minute Presentation •Observe

• You will receive a feedback form from your instructor.

Learning Roadmaps

The CSBS Learning Roadmaps are tools to help guide examiners through their learning journey by identifying skill gaps and training opportunities. These tools can also help examiners determine what training is needed to earn formal certification. Available Learning Roadmaps Bank Safety & Soundness Examiners BSA/AML Examiners IT/Cybersecurity Examiners

Developing the Workforce of Tomorrow One of the CSBS strategies is to contribute to innovative learning solutions and develop capabilities that enhance examiner skillsets and promote networked supervision resulting in a high performing, collaborative, and trusted state regulatory workforce.

Money Service Business (MSB) Examiners Mortgage/Non-Depository Examiners Trust Examiners

LearningRoadmaps@csbs.org www.csbs.org/examiner-learning-roadmaps

CSBS Accreditation

CSBS Certification The CSBS Examiner Certification Program recognizes the professionalism and unique skillsets of state regulators and is open to all who meet the education and experience qualifications for a credential. 31 Certification Credentials Safety & Soundness

The CSBS Accreditation Program evaluates state bank, mortgage and money transmitter regulatory agencies against standards set forth by a committee of state regulators. Benefits of Accreditation

Developing the Workforce of Tomorrow One of the CSBS strategies is to contribute to innovative learning solutions and develop capabilities that enhance examiner skillsets and promote networked supervision resulting in a high performing, collaborative, and trusted state regulatory workforce.

Creates Supervision Framework Promotes Process Standardization Builds Trust Improves Information Sharing Keeps States Accountable Recognizes Agencies Performance

Mortgage Licensing Trust IT & Cybersecurity Data Analytics Training

certification@csbs.org csbs.org/examiner-certification

accreditation@csbs.org csbs.org/department-accreditation

Education or training which has been determined to be essential in maintaining and enhancing skills or knowledge necessary for the performance of a job for which the certification is required. Continuing Education Classifications Core Education, training, or other activities which has been determined will enhance skills or knowledge necessary to effectively work as an examiner or regulator including but not limited to soft skills, technical trainings, providing on the-job training, participating on CSBS committees. Training completed as part of employment or general interests but does not directly contribute to the proficiency of the certification maintained. General courses will not count toward continuing education. General Elective

Providing a Path

Certification can assist agencies in developing the workforce of tomorrow by providing a framework for career progression and professional development.

Continuing education to take state regulators to the next level.

Training directors decide what their examiners need Tie in training to certifications Certification as a measure for career progression

Acquiring and maintaining a CSBS Certification gives regulators the opportunity to advance their career along a well-defined career path, encourages knowledge and skills development and recognizes and rewards achievement.

Training Directors will be able to identify courses that align with an examiners credential, maintaining the education and career path provided by their agency in combination with a CSBS certification. Program Improvements