9JUNE 2024The most obvious question is how these relationship officers go about locating prospective clients, then connecting with them. There's no one-size-fits-all strategy. They communicate consistently with key influencers throughout their assigned territories, they pursue referrals, they consult with staff at our local branch locations, they attend local and regional business events, they send out electronic communications, while also striking up lots of face-to-face conversations and shaking lots of hands. In short, they pound the pavement ­ figurative and literally. In discussing our team of relationship officers, I'm absolutely not suggesting we've identified the perfect strategy. Rather, we're always seeking ways to improve, to increase our effectiveness. So while our relationship officers started out as generalists who were ready to work with a wide range of businesses, we've now started to implement vertical positions that focus on clients in a particular field or sector. For example, one of our relationship officers might target physicians, dentists, and other healthcare providers, while another might focus on higher education. It's a promising strategy, but it's success will depend on our demonstrating we can provide highly customized products and services in sync with each client's unique needs. It's also necessary to embrace a consistent day-to-day, week-to-week, month-to-month process. For our relationship officers, this begins and ends with a commitment to visit ­ on a quarterly basis ­ each prospective and current client in person, while offering advice and sharing details on products. I firmly believe in the wisdom of the phrase "out of sight, out of mind" ­ we must never allow someone we work with to forget we're ready and willing to help. When I discuss Kearny Bank's relationship officer program with banking industry colleagues, I'm often asked about whether I can justify the time expenditure necessary to conduct in-person visits and cultivate personal relationships. From my perspective, particularly considering the current situation with interest rates and also the spate of bank failures we've seen this spring, there's no better banking strategy than getting to know your clients and demonstrating you truly care about their success. Whatever the transaction at hand, I want to do business with someone I trust ­ and I'm certain our business clients feel exactly the same way. But, as important as tangible offerings may be, nothing is more significant in terms of working with businesses than establishing and maintaining relationshipsJack Anastasi
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