Frontline employees have a lot of things to be updated and trained on. How did this initiative ﬁ t into those processes? If only all technologies were as easy to learn. Th e training was minimal, if at all. Th at’s because Th e Conversation Hub uses four primary colors to build the map that tellers follow: blue, which indi-cates how productive a teller is being; red, which notifi es the teller of any compliance requirements; green, which notifi es the teller of any opportunities to refer a new or alternative product; and purple, which tracks the overall customer experience. guides our frontline employees through each conversation. Th e result is actually the improved customer experience, regardless of where the conversation is taking place. Was there “leap of faith,” so to speak, or a gap between when you selected the solution and when you were confident that it was effective? I wouldn’t say a “leap of faith,” simply because no banker wants to describe any investment as such. In terms of a gap from when we deployed it and when we saw results, it was a very short timeframe. Th e Conversation Hub is unique in that it tracks every word that is exchanged between the customer and our bankers, then analyzes the conversation. Th at intelligence is then used to provide our frontline employees with a map to follow and progress the dialogue. Initially, there’s no benchmark, but even after a couple of conversations, the intelligence that is provided signifi cantly enhances customer-fac-ing conversations. We deployed Th e Conversation Hub across our branch network in April 2016 and quickly saw how eff ective it was at guiding our frontline employees through higher-quality, more meaningful conversations with customers. In just over a year, we’ve seen a 300 percent increase in the number of product referrals each month and reduced the number of items in our operational sum-mary reports by more than 70 percent. From management’s perspective, what does visibility into the day-to-day conversations provide? Th e biggest thing we’ve seen is how the intelligence enables us to identify the characteristics of the conversations being had by our top-performing frontline employees and then replicate those behaviors across our entire staff by crafting quality con-versations for them to follow. In addition, these insights allow our executives to craft conversa-tions that are compliant, reveal key business opportunities and deliver an exceptional customer experience. Econiq works with us to align our primary business objectives with the conversation intelligence produced by the system, which allows for the development of higher quality, fi ne-tuned conversations that continue yielding new insights and an ever-improving benchmark for employee performance. Organizationally, conversation intelligence has strengthened the per-formance of our frontline employees, impacted sales and optimized the fl ow of internal information across departments and branches. For more information, visit www.cambridgesavings.com. WHEN, NOT IF, DISASTER STRIKES BY TONI LAPP, SENIOR EDITOR I f the recent hurricanes taught bankers anything, it is the importance of preparedness. Disasters don’t plan ahead, but banks can and should. On Texas’s Gulf Coast, Jimmy Rasmussen, president and CEO of HomeTown Bank, said lessons learned during Hurricanes Katrina and Ike impressed upon him the need to have an action plan. Every spring, the bank revisits the plan and updates it if gaps are discovered. But Hurricane Harvey revealed some gaps that just couldn’t be anticipated, said Rasmussen, even by a bank with headquarters on the barrier island of Galveston. He certainly didn’t expect 50 inches of rain to fl ood two HomeTown locations. Th ose branches remain closed for the foreseeable future, and the employees have been reassigned to nearby locations. Nor did he expect fl oodwaters to reach the safety-deposit boxes in those branches. (Fortunately, signage advised customers that the boxes weren’t waterproof.) HomeTown’s action plan includes all employees’ contact infor-mation and instructs on how communication will be disseminat-ed in the event of power failure. Rasmussen noted that cell towers Water damage from Hurricane Harvey destroyed all of the furniture in the HomeTown Bank’s League City, Texas, offi ce.