A successful corporate culture goes to the heart of what defines an organization. We’re not shy about saying that our culture revolves around one premise: dramatic sales translate into increased revenues year after year. Indeed, we tell our people to come to work each day prepared to sell or just go home. This is reinforced in a number of ways, from the design of our sales programs to how we reward our people. Our stack-ranking system, for example, not only recognizes top sellers, but it holds every employee accountable for their performance. At the end of each day, every banking center team knows where they rank compared to their peers, whether it’s posted in the break rooms of each of our 456 branches, or on computer screens after employees log on. We hold meetings to review and improve sales performance and use propensity computer modeling to identify new sales and revenue opportunities. We reward all sales employees with incentive pay and provide stock options for the best performers. This culture has the overall effect of motivating the entire organization. Top-tier employees con-tinue to achieve annual double-digit sales increases while bottom-tier employees have improved their individual performances by as much as 80%.