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I was told to instruct both my tellers and more of my personal bankers

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that

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they needed to hit their goals no matter what.

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The challenges that I faced were

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the astronomical goals that were set.

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It was the pressure of

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having to

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hold the team accountable

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to very unrealistic standards. And so, it would be phone calls all the time,

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it would be emails,

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it would be visits, it would be constant in your face.

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What are you doing?

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There might be conference calls five times a day,

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like

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the managers would have to be on a conference call at

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8 o'clock and then there was a mid-morning check-in call.

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Then there was a 12 o'clock call,

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then there was a 2:30 call,

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and then a 5 o'clock call.

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What did you do?

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What are your bankers going to

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do?

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How

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many

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appointments they have

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today?

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What

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was the appointment set for?

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For the bankers,

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there

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were five profiling conversations,

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two future appointments,

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and nine core solutions

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that were required

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daily.

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The

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icing on the cake for me was when I had my district

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manager tell me that I don't care how you get the goals,

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just cover your assets.

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The district manager had come into my office and she said to me,

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"Rasheeda,

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I like you.

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I don't want to fire you,

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but

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your bankers are lazy.

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They need

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to sell more accounts to the clients."

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So, the idea was,

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"Well,

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you're opening this checking account and here's what comes with it."

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Well,

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"I don't want that."

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"Oh,

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but it doesn't cost you anything.

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It comes with it."

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We were told,

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well,

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you know,

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"They could have a checking account for gas

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they could have an account for grocery,

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they could have a checking account for holiday."

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Here's a great idea how you can save for Christmas.

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Let's open you another checking account.

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She said,

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"Well,

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how come he didn't sell the customer online banking?"

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I said,

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"Well,

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she's an older customer.

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She's across at the nursing home.

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She doesn't have a computer."

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She said,

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Well,

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you know,

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there's a way he could have done it.

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It got to a point where

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mentally and physically,

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I couldn't take the pressure anymore.

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So, I called out,

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you know,

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I let them know that I wasn't well and

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when I got into work the following day, I signed into my email,

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and there was an email and the heading

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of the email says, "Termination letter for Rasheeda,"

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and I thought,

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"Oh my gosh,

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she's going to fire me."

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Then I wrote her an email and I said,

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"Obviously, you did not mean to send this to me,

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but you did."

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Then I forwarded that email to John Stumpf

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to let him know exactly what was happening that

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the bankers were telling,

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telling my district manager that, you know,

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other bankers are opening accounts, they're churning, can you look into that?

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But I got no response.

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I went and saw

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my primary physician that same day and I ended up being off for

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12 weeks

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with severe depression where I didn't drive

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for at least 6 or 7 weeks,

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I didn't leave the house.

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I was on disability. She still kept, you know... She

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still kept calling me, sending me texts "Hey Rasheeda,

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can you come in today?"

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But I couldn't

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go to work every day

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knowing that what they were asking me to do

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I didn't believe in and I couldn't do.