Henry Schuck’s upbringing with a single mother working three jobs instilled in him early that hard work was essential.
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It’s a prime example of how Dimon thinks a financial supermarket should work. Having a mix of businesses, he believes, has two advantages. It adds stability to earnings–consistent profits from branch banking, say, help smooth out swings in trading–and it should also lift sales, if you make sure that different divisions feed one another. Dimon has already revamped J.P. Morgan’s retail-branch system to encourage greater selling of mortgages, credit cards, and other products. When he arrived, branch personnel got the same pay for pushing products as for dozing behind their desks; 50% of branch managers received bonuses of $8,000 to $18,000. Today, under the watchful eye of retail-banking head Scharf–who instituted a similar plan for Dimon at Bank One–the firm pays big bucks to stars and fires laggards. Branch managers are ranked based on how much they raise both profit and revenues; the top group gets bonuses as high as $65,000, and the lowest quintile zip. Salespeople in the branches can do even better, collecting “points” for selling credit cards, mortgages, and other products. Last year the biggest point-gatherer pocketed a $145,000 bonus. If you don’t make your quota, you’re out.
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