BRANCH MANAGER BEST PRACTICES ELEVATING YOUR EFFECTIVENESS AS A LEADER HONEY SHELTON

TRANSFORMATION OF THE BRANCH What’s new? Who’s coming to the branch? Why? Smart phone, tablet or monitor

FUTURE-PROOFING What the trends say

EXPECTATIONS OF YOU Growth Professional development Impression management

GROWTH Members Cross-selling Referrals

BRAND AWARENESS Spread the word Key influencers

EXPECTATIONS OF YOUR TEAM What is expected needs to be inspected Service quality Accuracy Knowledge

EXPECTATIONS OF THE MEMBER Faster Smarter Easier

TIME MANAGEMENT Interruptions Tools –Calendar –To do list –Spiral notebook –Free stuff

YOUR CALENDAR

YOUR TO DO LIST

5 PART SPIRAL NOTEBOOK

TEACHING TIME MANAGEMENT Show, tell Inspect Assign articles

TRY THIS… Timer Quiet quarter (15 minutes of silence) Furnish to do list Where did the time go?

COACHING Yourself The team

MOTIVATION What is it? Who has it? Can’t make anyone do anything All behavior is purposeful

COACHING TIPS Coaching is about stirring it up Create the environment On purpose Spontaneous

W D E P Wanting Doing Evaluating Planning

DERAILMENT Don’t make excuses Make it a priority When should payroll be late?

CONDUCT LOBBY HUDDLES What is the objective? How often? How long is the huddle? What is the agenda?

SHARE THE RESPONSIBILITY Pass the baton on different topics Make it fun Call for recall

CONDUCTING DIFFICULT CONVERSATIONS

STAY REAL  No matter how good you get, it will challenge you  Eliminating fear and anxiety is an unrealistic goal  Reducing both and learning how to manage is obtainable

THREE QUESTIONS Actions:“What did the other person actually say or do?” Impact:“What the impact of this on me (or others)?” Assumption:“Based on this impact what assumption am I making about what the other person intended?”

SHARE THE IMPACT; INQUIRE ABOUT INTENTIONS  Recognize your assumptions about their intentions  Be authentic

SOME DEFENSIVENESS IS INEVITABLE

PAY ATTENTION  Listening for feelings  Reflect on your intentions

WHAT IT WOULD SOUND LIKE

FIVE BEST PRACTICES 1.Express your feelings without judging, attributing, or blaming 2.Don’t vent: Describe feelings carefully 3.Don’t evaluate – just share 4.Acknowledge the other parties feelings 5.Don’t monopolize: Both sides can have strong feelings at the same time

BEWARE OF ALL OR NOTHING  What do you want to have happen?  What is the outcome you are looking for?

WHAT IS THE PURPOSE? DOES IT MAKE SENSE?  Remember, you can’t change other people  Don’t focus on short-term relief at long-term cost  Don’t hit and run

PROBLEM-SOLVING TOGETHER  Given what you and the other person have learned, what would improve the situation going forward?  Brainstorm create ways to satisfy both of your needs

TIE ALL THIS BACK TO ON THE JOB

MAKE THIS A HABIT: “SUCCESS” SELF-EVALUATION

ESTABLISH EXPECTATIONS  Managers are trained and expected to coach  Performance Plan  Plans to Correct and Connect  Weekly Report

PLANNED AND FOCUSED  Agenda  W D E P Want Do Evaluate Plan

IF YOU AREN’T SATISFIED With how well-trained your staff is Be sure your trainers are well-trained We do that

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