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The 3 drivers to steady and predictable earnings consistency are: • People • Procedures and Policy • Leadership People. There has been a great deal made on management succession in banking. It is an issue. In 2011, we scrapped our old way of hiring. We put out an ad, crossed our fingers and hoped the right people would join us. We got the same result as everybody else – we got job-hoppers. Don’t get me wrong – I am not blaming job-hoppers – it was our fault. We needed to change our mindset regarding hiring. We needed to move hiring to the strategic asset status it was. We needed to move from a “surplus” mindset to a “scarcity” mindset. A “surplus” mindset is the norm – “There are plenty of people out there, we’ll just find one.” A “scarcity” mindset is “We are looking for people who are not looking for a new job.” A surplus candidate’s mindset is “Here is what I have (skills, experience), what do I get (title, office, money, perks, authority)?” A scarcity candidate’s mindset is: “What am I going to do (specifics, impact, who will I be learning from, who is on the tam). And, what can I become (new skills, impact over the long-term, what will this role do for my long-term career value)?" We needed to change 100% of our operating procedure regarding hiring. You've got this. Tomorrow, in my free weekly newsletter "The Savvy Banker" we're going to go a little deeper on the topic of "Best Time to Sell the Bank? Absolutely Steer Clear of these 6 Words." Click here to subscribe: https://lnkd.in/gS8ZsFyc If you enjoyed this, please like it 👍 share the post with your network ♻️ and follow me for daily content at 7:10am (CT) and 4:10pm (CT).

When I worked in banking, on more than one occasion I was transferred to manage branches that were in need of "turn-over." Or, in other words, my bosses wanted me to go in there and clean house, relieve the "under-performers" of their duties...just fire and re-hire. Well - the RECRUITMENT of new people is only as sustainable as the RETENTION component of your team strategy. So - I moved to those offices under the condition that I was given at least three months before I had to terminate anyone. I wanted to get in there and see what the heck was going on. Turns out, there were some really great humans at those offices. Some in the wrong position for their skills, and yes, some who just needed to get out of banking altogether. I wanted to understand all the moving parts to create a great workspace BEFORE brining on any new staff into the whirlwind. During those first few months at the branches, I took the time to get to know those people and immediately started to work on helping empower them to determine what THEY WANTED to do with their careers. Not long after, with gentle nudges and caring, honest conversations, it became THEIR idea to either resign from the bank and move on into a different career path entirely, or to switch to a role within the bank that was more aligned with what they enjoyed doing. This is a MUCH better option than churning people through like they are another number. To let people go because they didn't fit into a box that they maybe shouldn't have been in to begin with. It can take time, energy, and a lot of patience to learn about each of your team members and make corrective moves to match people up with their strengths, AND, it's worth the investment when you have people who feel valued in more ways than just a paycheck. If you feel like your team dynamic is like the roads in Idaho (always under construction,) then let's have a conversation to begin co-building a blueprint for your company and most valuable resources, your employees. #leadershipcommunication #leadershipskills #recruitment #jobsatisfaction

The 3 drivers to steady and predictable earnings consistency are: • People • Procedures and Policy • Leadership People. There has been a great deal made on management succession in banking. It is an issue. In 2011, we scrapped our old way of hiring. We put out an ad, crossed our fingers and hoped the right people would join us. We got the same result as everybody else – we got job-hoppers. Don’t get me wrong – I am not blaming job-hoppers – it was our fault. We needed to change our mindset regarding hiring. We needed to move hiring to the strategic asset status it was. We needed to move from a “surplus” mindset to a “scarcity” mindset. A “surplus” mindset is the norm – “There are plenty of people out there, we’ll just find one.” A “scarcity” mindset is “We are looking for people who are not looking for a new job.” A surplus candidate’s mindset is “Here is what I have (skills, experience), what do I get (title, office, money, perks, authority)?” A scarcity candidate’s mindset is: “What am I going to do (specifics, impact, who will I be learning from, who is on the tam). And, what can I become (new skills, impact over the long-term, what will this role do for my long-term career value)?" We needed to change 100% of our operating procedure regarding hiring. You've got this. Build a bank you could own forever or sell tomorrow. Tomorrow in my free weekly newsletter "The Savvy Banker" we're going to go deeper on the topic of: "Bank Mergers: Deconstructing offers to buy your bank for the best deal" The newsletter is for savvy bankers who build smart and valuable banks they could own forever, but could sell tomorrow. Want to subscribe? Click here: https://lnkd.in/gS8ZsFyc ===== I'm not a lawyer, an accountant, or an investment banker. I'm just a banker who has been in your shoes. You can catch my posts on LinkedIn at 7:10am and 4:10pm daily (weekends & holidays too!)

The 3 drivers to steady and predictable earnings consistency are: • People • Procedures and Policy • Leadership People. There has been a great deal made on management succession in banking. It is an issue. In 2011, we scrapped our old way of hiring. We put out an ad, crossed our fingers and hoped the right people would join us. We got the same result as everybody else – we got job-hoppers. Don’t get me wrong – I am not blaming job-hoppers – it was our fault. We needed to change our mindset regarding hiring. We needed to move hiring to the strategic asset status it was. We needed to move from a “surplus” mindset to a “scarcity” mindset. A “surplus” mindset is the norm – “There are plenty of people out there, we’ll just find one.” A “scarcity” mindset is “We are looking for people who are not looking for a new job.” A surplus candidate’s mindset is “Here is what I have (skills, experience), what do I get (title, office, money, perks, authority)?” A scarcity candidate’s mindset is: “What am I going to do (specifics, impact, who will I be learning from, who is on the tam). And, what can I become (new skills, impact over the long-term, what will this role do for my long-term career value)?" We needed to change 100% of our operating procedure regarding hiring. You've got this. Tomorrow, in my free weekly newsletter "The Savvy Banker" we're going to go a little deeper on the topic of "Successful Community Bank Sale: Do you know your Golden Window of Opportunity?" Click here to subscribe: https://lnkd.in/gS8ZsFyc Are you a bank CEO, President, CFO or Board Member with questions you have regarding the consideration of selling? DM me here on LinkedIn to ask confidentially and I will get back with you.

Recently, our MD, Shawn Rutter had the pleasure of joining Simon Mortlock at eFinancialCareers to discuss the impact of the current economic environment on financial technology (fintech) companies and the job market.🌍 📊 They dived into the current business and funding environment for fintech companies and its impact on hiring and candidate sentiment. 💼 💡 To wrap up our conversation, Shawn shared valuable advice for both hiring companies and job seekers, to help them navigate the current job market with confidence. 🚀 Watch the conversation here in Shawn’s LinkedIn Fintech Talent Insights Newsletter. 🔽 #JobMarket #HiringAdvice #CareerAdvice https://lnkd.in/exCqjUj4

Recently, our MD, Shawn Rutter had the pleasure of joining Simon Mortlock at eFinancialCareers to discuss the impact of the current economic environment on financial technology (fintech) companies and the job market.🌍 📊 They dived into the current business and funding environment for fintech companies and its impact on hiring and candidate sentiment. 💼 💡 To wrap up our conversation, Shawn shared valuable advice for both hiring companies and job seekers, to help them navigate the current job market with confidence. 🚀 Watch the conversation here in Shawn’s LinkedIn Fintech Talent Insights Newsletter. 🔽 #JobMarket #HiringAdvice #CareerAdvice https://lnkd.in/eW9w9T2t

Recently, our MD, Shawn Rutter had the pleasure of joining Simon Mortlock at eFinancialCareers to discuss the impact of the current economic environment on financial technology (fintech) companies and the job market.🌍 📊 They dived into the current business and funding environment for fintech companies and its impact on hiring and candidate sentiment. 💼 💡 To wrap up our conversation, Shawn shared valuable advice for both hiring companies and job seekers, to help them navigate the current job market with confidence. 🚀 Watch the conversation here in Shawn’s LinkedIn Fintech Talent Insights Newsletter. 🔽 #JobMarket #HiringAdvice #CareerAdvice https://lnkd.in/eW9w9T2t

Recently, our MD, Shawn Rutter had the pleasure of joining Simon Mortlock at eFinancialCareers to discuss the impact of the current economic environment on financial technology (fintech) companies and the job market.🌍 📊 They dived into the current business and funding environment for fintech companies and its impact on hiring and candidate sentiment. 💼 💡 To wrap up our conversation, Shawn shared valuable advice for both hiring companies and job seekers, to help them navigate the current job market with confidence. 🚀 Watch the conversation here in Shawn’s LinkedIn Fintech Talent Insights Newsletter. 🔽 #JobMarket #HiringAdvice #CareerAdvice https://lnkd.in/exCqjUj4

Recently, our MD, Shawn Rutter had the pleasure of joining Simon Mortlock at eFinancialCareers to discuss the impact of the current economic environment on financial technology (fintech) companies and the job market.🌍 📊 They dived into the current business and funding environment for fintech companies and its impact on hiring and candidate sentiment. 💼 💡 To wrap up our conversation, Shawn shared valuable advice for both hiring companies and job seekers, to help them navigate the current job market with confidence. 🚀 Watch the conversation here in Shawn’s LinkedIn Fintech Talent Insights Newsletter. 🔽 #Fintech #JobMarket #HiringAdvice #CareerAdvice https://lnkd.in/ezMTaFuB

𝐂𝐫𝐞𝐝𝐢𝐭 𝐇𝐢𝐫𝐢𝐧𝐠 𝐢𝐧 𝟐𝟎𝟐𝟓: 𝐖𝐡𝐚𝐭 𝐭𝐨 𝐄𝐱𝐩𝐞𝐜𝐭 With 2025 around the corner, fixed income markets are set to play a key role in shaping hiring across both 𝐈𝐆 𝐚𝐧𝐝 𝐇𝐘 𝐂𝐫𝐞𝐝𝐢𝐭. Tightening spreads, attractive yields and central bank policy easing are driving decision-making in hiring priorities. 𝐅𝐢𝐱𝐞𝐝 𝐈𝐧𝐜𝐨𝐦𝐞 𝐌𝐚𝐫𝐤𝐞𝐭 𝐒𝐧𝐚𝐩𝐬𝐡𝐨𝐭: • 𝐈𝐧𝐯𝐞𝐬𝐭𝐦𝐞𝐧𝐭-𝐆𝐫𝐚𝐝𝐞 𝐂𝐫𝐞𝐝𝐢𝐭 - Spreads are at or near historic lows, with returns now driven by income & duration rather than further spread compression. There is a clear move toward higher-quality borrowers, and waning demand for subordinated securities and cyclical issuers. This highlights the need for talent with expertise across multiple sectors to manage rate volatility effectively. • 𝐇𝐢𝐠𝐡-𝐘𝐢𝐞𝐥𝐝 𝐂𝐫𝐞𝐝𝐢𝐭 - HY remains strong, particularly in the US, with defaults dropping and sectors like Energy and AI-related infrastructure showing promise, while e.g. Retail remains more uncertain. We expect demand for analysts and PMs who can identify opportunities in sectors with greater complexity. 𝐖𝐡𝐚𝐭 𝐓𝐡𝐢𝐬 𝐌𝐞𝐚𝐧𝐬 𝐟𝐨𝐫 𝐇𝐢𝐫𝐢𝐧𝐠 Across our client base, we expect 𝐡𝐢𝐫𝐢𝐧𝐠 𝐢𝐧 𝐂𝐫𝐞𝐝𝐢𝐭 𝐚𝐧𝐝 𝐛𝐫𝐨𝐚𝐝𝐞𝐫 𝐅𝐢𝐱𝐞𝐝 𝐈𝐧𝐜𝐨𝐦𝐞 𝐛𝐞𝐜𝐨𝐦𝐢𝐧𝐠 𝐢𝐧𝐜𝐫𝐞𝐚𝐬𝐢𝐧𝐠𝐥𝐲 𝐬𝐞𝐥𝐞𝐜𝐭𝐢𝐯𝐞, with our clients prioritizing experienced PMs & Research talent who ideally have seen 𝐦𝐮𝐥𝐭𝐢𝐩𝐥𝐞 𝐜𝐫𝐞𝐝𝐢𝐭 𝐜𝐲𝐜𝐥𝐞𝐬, can 𝐩𝐞𝐫𝐟𝐨𝐫𝐦 𝐮𝐧𝐝𝐞𝐫 𝐭𝐢𝐠𝐡𝐭𝐞𝐫 𝐬𝐩𝐫𝐞𝐚𝐝𝐬 and having awareness of 𝐠𝐞𝐨𝐩𝐨𝐥𝐢𝐭𝐢𝐜𝐚𝐥 𝐚𝐧𝐝 𝐞𝐜𝐨𝐧𝐨𝐦𝐢𝐜 𝐭𝐫𝐞𝐧𝐝𝐬 (such as the anticipated rise in US trade tariffs). To some extent, we expect 𝐜𝐨𝐬𝐭 𝐩𝐫𝐞𝐬𝐬𝐮𝐫𝐞𝐬 to affect hiring strategies. While many of our clients are expanding teams to seize new opportunities, several larger players are consolidating roles - particularly in areas deemed non-core. 𝐋𝐨𝐨𝐤𝐢𝐧𝐠 𝐀𝐡𝐞𝐚𝐝 Coming year, success in Fixed Income will more than ever depend on 𝐬𝐞𝐜𝐮𝐫𝐢𝐧𝐠 𝐭𝐡𝐞 𝐫𝐢𝐠𝐡𝐭 𝐭𝐚𝐥𝐞𝐧𝐭 to strengthen teams & deliver results in a highly competitive environment. If you are considering 𝐞𝐱𝐩𝐚𝐧𝐝𝐢𝐧𝐠 𝐲𝐨𝐮𝐫 𝐂𝐫𝐞𝐝𝐢𝐭/𝐅𝐢𝐱𝐞𝐝 𝐈𝐧𝐜𝐨𝐦𝐞 𝐭𝐞𝐚𝐦 𝐢𝐧 𝟐𝟎𝟐𝟓, aligning your hiring plans with market realities to secure a-player talent will be instrumental in 𝐬𝐭𝐚𝐲𝐢𝐧𝐠 𝐚𝐡𝐞𝐚𝐝 𝐨𝐟 𝐭𝐡𝐞 𝐜𝐨𝐦𝐩𝐞𝐭𝐢𝐭𝐢𝐨𝐧. At Laz Partners, we work with top talent in the UK and globally. We enable our clients to 𝐥𝐞𝐯𝐞𝐫𝐚𝐠𝐞 our key insights on 𝐜𝐨𝐦𝐩𝐞𝐧𝐬𝐚𝐭𝐢𝐨𝐧 𝐭𝐫𝐞𝐧𝐝𝐬, relevant 𝐢𝐧𝐝𝐮𝐬𝐭𝐫𝐲 𝐦𝐨𝐯𝐞𝐦𝐞𝐧𝐭𝐬, as well as 𝐬𝐞𝐧𝐢𝐨𝐫-𝐥𝐞𝐯𝐞𝐥 𝐡𝐢𝐫𝐢𝐧𝐠 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬 when building out world-class teams for them. Feel free to send me a DM or email on sven@lazpartners.com to discuss how we can add value for you - and your team - in 2025.