Stop the fear tactics. Promote people based on performance and merit. Do not spread rumors about your peers or direct reports. Keep confidential proprietary information private. When you have someone that wants to post out of the dept help them to do so. If you have direct report that does not like another direct report help to resolve the issue do not instigate or act like it does not exist.
Leave your comfortable office atmosphere and come down to the branches and observe, and then listen to and talk to the low level bank employees who are the ones in the trenches --not the manager. Tellers and personal bankers are neglected and disregarded since every conversation and meeting is among Managers and so-called Supervisors, who want all the credits (and bonuses) for them. Consequently, there is a lot of gossip behind their backs, resentment, low level morale, and most employees stay until they find a better job with potentially more rewarding results, both personally and professionally
Managers should have a deep review of the processes of a project. They shouldn't just look at the percentage of completion provided by the teammates but should go through what have been done and see how far the project has to go. They should analyze the skill set of the teammates and assign work accordingly. If the project is unlikely to be complete by the existing team members, the manager should hire people as soon as possible. The later the manager introduce a new employer, the more work the manager/teammates have to do to make the new employee catch up the work, which ends up giving more work load for the project without actually helping the prcesses. Managers should reward the employees when they do well and try to understand employee's difficulties when they do wrong. Do not just scold the employees and find out their difficulties earlier (i.e. ask them the process of the project in a nice way)