At the heart of every strong commercial banking relationship is a skilled relationship manager (RM). They spend years building trust with clients, learning the nuances of their businesses, and serving as the face of the bank. But in today’s competitive market, clients expect more. And when those expectations aren’t met, they may be more willing to switch banks than many executives realize. 

Relationship Longevity vs. Specialized Value 

Despite how protective clients can be of their RMs, only 10% of executives say their company would follow their RM to a new bank. 

That may be due to the perceived hassle of switching banking products, but it also points to a deeper issue: loyalty isn’t rooted in the relationship alone. When the economy tightens or service slips into mediocrity, customer experience becomes the dealbreaker. 

Executives today want their bankers to be more than just friendly faces—they want advisors who understand their industry, anticipate future developments, and proactively offer solutions. 

What Clients Actually Want From Their Bankers 

According to Deloitte’s research, these are the top traits clients value in trusted relationship managers: 

• Proactive communication and need anticipation (73%) 
• A solutions-oriented mindset (70%) 
• Customized products and insights (48%) 
• Deep industry knowledge (46%) 
• Familiarity with digital tools (26%) 

The message is clear: clients want commercial bankers who bring insights and solve real problems—not just maintain relationships. 

Training and Tech are The Future of Commercial Banking 

To meet rising expectations, banks must invest in training RMs for deeper industry specialization. Take U.S. Bank, for example. They created a dedicated team focused on the short-line railroad sector, enabling them to finance key deals for clients like Carload Express Inc. That’s the kind of tailored support that builds true loyalty. 

At the same time, technology plays a critical role. Tools like Client Connect from Singapore’s DBS Bank help answer routine questions and deliver data-driven nudges that improve client engagement. By automating the mundane, RMs can focus on what matters—strategy and specialized advice. 

But adoption isn’t always easy. Many experienced RMs still resist digitization, worried it will dilute their control over client relationships. To overcome that, banks must invest in change management to help RMs see tech as an enabler, not a threat. 

Attracting the Next Generation of Relationship Managers 

Another challenge? Attracting and retaining young banking talent. To make the RM role more appealing, banks should: 

• Emphasize client impact over transaction volume 
• Offer clear career growth paths and mentorship 
• Build inclusive cultures and flexible work environments 
• Digitize operations to reduce administrative overload 

By redefining the RM role to focus on meaningful client outcomes—not just originations—banks can recruit purpose-driven professionals who are ready to build the next generation of trusted relationships. 

The most successful relationship managers will be those who combine industry fluency, a proactive mindset, and digital enablement. Banks that empower their RMs to deliver this blend of value will be the ones that retain their clients—and win new ones. 

Looking to hire relationship managers who can deliver high-value client partnerships? Let’s talk.