Monthly Archives: July 2013

Which Was the “ME” Generation?

METOOI recently did some research on the various generations living within the United States, from what are called “Silents” to “Millennials.”  I found myself wondering, would the majority of bankers ask the right questions to uncover the life events that might match the desires of each of these generations?

For example, look at this description of largest current generation, which happens to be the ME Generation, AKA Baby Boomers (born 1946–1964):

  • Have always used credit
  • Two-income households
  • Divorce tolerated
  • Highly driven
  • Optimistic
  • Embrace technology and innovation
  • Exercise
  • Enjoy adventure
  • Take their hobbies seriously

How would you phrase questions to uncover the current and future needs of a Baby Boomer?

Cynthia Whitmer Griffith is a Performance Results Network Results Consultant for Community Banks and Credit Unions at Cohen Brown Management Group, Inc.

The Behavioural Campaign


The best way to describe a behavioural campaign (that shines a light on behaviours) is to think of a campaign focussed on products, which is something we’re all familiar with.

Whether it is a current account campaign, or a campaign on self-service banking, the purpose of a product-based campaign is to re-inspire people to create and re-create an awareness of the campaign’s product focus. A product campaign can introduce a new product or re-introduce an existing product that needs to be brought back to the forefront of your employees’ thoughts and actions.

But what we often forget to do is to shine an equally illuminating light on the behaviours that would enhance the marketing and selling of that product.

After all, how can you truly maximise the impact of a product campaign if you don’t have a plan around maximising the key behaviours that lead to better sales of that product?

Therefore, it is our philosophy that a product campaign goes hand in hand with a behavioural campaign.  The only difference is that a behaviour or set of behaviours can be used and re-used as part of several product campaigns.

In order for employees to thrive in a product campaign and thereafter, those relevant behaviours need to be both mastered and embedded so that they are sustainable and reusable.

If we solely focus on product campaigns without enforcing the critical, targeted and ethical needs-based behaviours that complement the marketing and sales of products, then how can we possibly prepare employees to succeed?

Don’t forget to focus on the 4 key elements of behaviour change: ‘More, Better, Different, Less.’  By introducing behavioural campaigns that link to product campaigns, we can upskill employees on the behaviours they need to increase the frequency of (More), those behaviours that need improvement (Better), those behaviours that need to be changed (Different), and the behaviours they need to stop doing all together (Less).

A sales and service process and culture that is the ‘heartbeat’ of an organisation, is a journey of behaviour upskillling and change.  Therefore, we must implement behavioural campaigns just as rigorously and meticulously as we implement product campaigns. By focusing on mastering the means to achieve our goals, rather than just the output alone, we will move to the end point successfully, much more rapidly and with minimum challenges along the journey.

Your thoughts?

Neda Bayat is Global Business Consultant for Cohen Brown Management Group, Inc. and Breakthrough PerformanceTech, LLC.