Pinnacle Financial Partners’ Post

CREDIT DIRECT LIMITED is indeed a Great Workplace. Thank you for helping us build a Community of Great Workplaces in Nigeria. Imagine 50% of companies in Nigeria being Great Workplaces, and the impact on the Nigerian economy. Research shows that companies with high-trust cultures outperform those without by a significant margin. Higher productivity leads to increased business performance, and with that comes more jobs, higher income levels, and a ripple effect of economic stability.

Weekly Appreciation: Scott Perry Let’s celebrate the good in each other, one person at a time…. I joined Conseco in 2006, a high-risk, high-reward opportunity that demanded serious effort for any chance of success. My role was significant, but with many layers of senior management, I wasn’t truly in charge. Despite this, I came in confident that we could make a real difference. Even small improvements in this notoriously volatile division would be seen as a major win. Within a year, we were making progress. Our work led to the creation of an independent trust, reducing liabilities and transforming Conseco. With this shift, I knew it was time to consider my next move. That’s when Scott Perry, President of Bankers Life, entered the picture. His stellar reputation and confidence in my potential made me feel that transitioning to Bankers Life was the right choice. I accepted a role that came with a “stay bonus” and a chance for future advancement, despite lacking the equity and executive title I desired. Working with Scott was like a master class in leadership. Within 18 months, I was promoted to VP, reporting directly to him. Scott’s charisma and ability to connect with people were unmatched, but what stood out most was his skill in communication. He was an exceptional listener, able to distill complex information into clear, actionable points, and he had a talent for resolving conflicts without creating winners and losers. Under Scott’s mentorship, I thrived, eventually taking on an SVP role overseeing underwriting across all of CNO Financial’s subsidiaries. This experience was profoundly rewarding, and the lessons I learned from Scott—about communication, leadership, and collaboration—continue to shape my career. Our time together ended in 2016, but the impact he made remains. Though we don’t speak often, I know Scott is always just a call away. For his wisdom, guidance, and enduring support, I will always be grateful.

Do you want to work somewhere that feels like family? Where you can be yourself? Where your thoughts and opinions are not only welcome but essential? Check out this article and check out Arvest!

To the casual observer, high performing teams can look almost effortless, with a sense of collaboration and cohesion, ease and authenticity that just clicks. Every person understands their role, the goal, and is fully engaged in the team’s effectiveness. But achieving this status doesn’t happen by happy accident and requires dedicated attention. At Goldcrest Partners, we have identified 7 conditions we believe are essential to the success of a team. Visit our website to learn more about high performing teams:https://lnkd.in/dScwZgzZ #goldcrestpartners #teams #highperformingteams #financialservices #finance #corporatefinance #investmentmanagement #assetmanagement #wealthmanagement #portfoliomanager #CXO #corporatebanking #investmentbanking #banking

This is a story about potholes. And flipping a culture on its head. I had spent a year leading a team of 15 Premier Bankers. In the most humble way possible, Our team was 24/7 Beast Mode. Like chocked to the brim with Talent. (many of which are now crushing it in their respective industries + even some are running their own team of bankers or 100+ branch networks). But I wasn't running that team anymore. I got promoted to now lead 7 Regional Leaders. And about 150 Premier Bankers for GA + FL. I was going to meet with our Atlanta Team. This team was struggling. Not because they weren't talented. It was their perspective. It was their internal culture. It was simply feeding off excuses. And I was there to shut it down. I was in a room with all of the bankers + their leader. (I even brought one of my top performers from my team with me to just sit in the corner of the room + reinforce how we were doing it in Florida) wink wink Brian 😎 I had the team share all the major challenges. I wrote down every single one. Then after they were done... I went through each one. If it was out of their control - I crossed it off. We started with probably 25 challenges. After going through this exercise, we were left with 3. Here's the potholes reference. I was very clear that we'd discuss the 3 remaining ones. BUT... I wanted to share what I believed their problem was. I made it clear that my previous team (+ other teams) Were having the same challenges. These challenges were potholes that we tripped over too. These potholes were giving us bloody noses too. These potholes were unavoidable at times. The difference was after we tripped over it the first time... We jumped over it the second time. We cleared it the third time. We proactively knew it was coming + addressed it. But they were still complaining about the potholes. Literally, standing in front of it - complaining about it. I needed them to start jumping over them. To take control of what they could. To leverage their effort + expertise. And to jump over them + keep running. With a final reminder, you still might trip over one. But when you do - get back up + keep running. Bloody noses + all. Then I got a standing ovation from the group. 😶 Not even close. It takes time for teams to buy into new ideas. And although it wasn't an overnight change. One by one - the team started seeing the light. The performance started moving in the right direction. And those that still wanted to complain about the potholes. They didn't last too long. We built an incredible market + served a ton of clients. But it was one of the most grueling leadership roles I had (and one of the shortest roles I ever had...) Only 9 months into the role, I was asked to do something else. To lead a struggling 140 branch network in Atlanta. But you've heard that story (only part of it though...) Here's the final point: Go lead your teams. Get in the weeds. And make the impact you should. Or don't lead at all!

My mum used to own a Post Office branch. Consequently, I have know about this scandal for years from when it was first reported as I had I had more than a passing interest and it caught my eye. I have been incredibly thankful that she sold her branch two years before the broader Horizon roll out, otherwise she may well have been caught up in it as well. The point of this post on this predominantly business platform though is my concern that apart from returning a CBE, Post Office senior management have not yet had enough of the spotlight on them. There are around 11,500 post office branches and from what I read, there have been around 1,000 convictions and a further 2,500 cases of postmasters paying back losses. If anyone is the CEO of a large a retail company, can you imagine not knowing that around 25% of your branch managers were involved in fraud over a 10 year period? I am sure it would cause the leadership team to look more closely at what was happening. For the Post Office senior leadership team across the whole period to claim ignorance and place the blame somewhere down the organisation shows that they are either lying or were grossly incompetent for not having sufficient governance to flag such a huge risk. The spotlight should be firmly on them and they should be held personally accountable. While we're here, I'm no fan of Fujitsu but to ultimately it was the Post Office that carried out the intimidation and brought forward the prosecutions, blaming sub postmasters rather than being willing to look at Fujitsu's performance. What a horrible business culture where in the face of huge evidence to the contrary, they look at their own trusted people for blame rather than the most obvious answer. Once the fraud uptick was apparent, did no one think to look at fraud rates in the decade prior to the system roll out and see what the really problem was?

ACCOUNTABILITY YOU CAN BANK ON 🏦 Never just a middle-man, we’re also proud to keep everything under our roof – so we stay accountable for every decision, relationship, advice and outcome.  We’re different to other advisers because we’ll never wait for people to come to us, it’s our accountability that keeps us proactive – always going to our members with recommendations and insights.  And unlike traditional wealth managers, we’re always on hand to offer support or discuss life plans in a style that suits you. We’re proud of our reputation as wealth managers, check out our VouchedFor reviews to find out what our members say about us.✅ Link in the comments 👇🏻

"Q&A with Simmons Bank’s Nick Kieffer: Invest in talent and you’ll invest in customers ...Keeping the talent satisfied and growing within the organization can pay off as it means making the most of productivity gains that can cut down on turnover costs. Plus, strong customer service feeds cross-promotional revenue opportunities. In other words, happy agents tend to mean happy customers." When a company invests in its people, the results show a positive impact on the overall success of that business. This conversation gives an insight into how Simmons Bank is creating a productive work environment with their customer service agents' well-being in mind. Follow the link below to learn more. https://lnkd.in/g78Tk_fY #gnciwireless #gnci #support #calls #specialist #network #connection #resolve #business #router #tech #technology #company #solutions #innovation #AI #new #customer #agent #service #talent #environment #invest #productivity #people #bank #banks

From personal growth to organizational success—our #NDEAM journey continues! After sharing Matthew's story with CAI Neurodiverse Solutions, we now spotlight our partnership with Huntington National Bank, where Matthew and many others are finding successful, rewarding careers. Discover how our collaboration is diversifying the employee base and fostering an #inclusive workplace where neurodiverse talent thrives: https://lnkd.in/gwHRNW6F

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