Report from 2006 Retail Delivery Conference, http://www.bai.org

According to Rebecca Doepke, , director of training and culture change at Chesterfield, Mo.-based NewGround, If banks were to receive a report card for overall branch experience, they would hardly make honor roll. In fact, their average grade would be a "D."  The reason, according to Doepke, is "front-line fatigue syndrome," resulting from branch tellers and customer service representatives doing the same job, the same way, every day."

"We continue to see order taking," Doepke said. "The conflicted message is: 'We'll fill your needs, we'll take care of what you came in for, but we won't go above and beyond and really take care of some of those other needs you have talked about.'"

To fight front-line fatigue syndrome, Doepke recommended frequent and constantly updated training. She also recommended branch managers should function more like coaches than administrators.  Coaching is a constant effort to keep staff energized.  Incentives, recognition and rewards also help.

Ask employees what they want for incentives, and the results may be surprising.  Non-monetary rewards often top the list.