Hot Tips on How to Avoid Email Embarassment

Everyone that has hit "sent" and regretted it later, raise your hand!  Remorse, embarrassment, damaged reputation, hurt feelings, even job loss are among the consequences that can be the result of emails, texting or postings on Facebook that just weren’t well thought out.  Especially, when we are reactive or too mad, too sad, too glad or are in a state of being thoughtlessly impulsive we are more likely to hit send and then later wish we hadn’t.

Here are some important reminders and tips to maintain your reputation and integrity around all your electronic communications.

1.  Assume that every work email will be read by someone other than to whom it was directed.  Your employer may review your emails at any time for any reason.

When you feel reactive and want to write an email or reply to one, try this.  Put your name in the send to line immediately, draft what you want to say, wait, wait and if you still want to send it, change out your name to the appropriate party.  You will be so glad you did this if you should accidentally hit send.  You'll be giving thanks that all you had to say, that shouldn’t have been said, only went to you.

2.  It is also safe to assume that even when you send an email of any kind from any email account that the emails can be viewed later in civil litigation or by law enforcement with a search warrant.  Of course, every email we send can be forwarded on to persons unbeknownst to us.

3. When you throw something in the "trash" on your computer it is still retrievable by someone who knows all the magic tricks to dissecting your hard drive.

4. Facebook postings are never private.  Photos of you having the time of your life may be enjoyed by your friends but when you post those photos or divulge what's on your mind, remember your friend's friends may be your boss’s wife or husband. Recently, I had someone tell me they went on a job interview and were asked to bring up their Facebook account online in the interview.

Most of us are unlikely to ever have our emails or Facebook posts became a national scandal.  But because nearly all electronic communications are, ultimately, discoverable, you may want to revert to the old fashioned pen and paper for truly private communications.

Before you hit “send” think it over so you can avoid sender’s regret.  Postpone some of your posts in order to derail future Facebook blues that could live you red-faced.

Still learning,

Honey

Who Are Your Sheroes?

I was visiting with a banker from Mississippi the other day and she introduced me to the word sheroe.  The banker explained that she has discovered a few women that she considers her heroes; she calls them sheroes.  Even though Words with Friends won't recognize sheroe as a word I have adopted it.  After our visit, I  spent some time thinking about the sheroes I have encountered, one in particular.

Jackie Greer was a standout shero; an awesome person with a generous heart.  Houston’s first woman bank officer, she had that amazing and special ability to zero in on you and make you feel special.  An hour with Jackie Greer would leave you feeling like you could take on the world.  She died a couple of years ago and I feel certain the stars in Heaven got brighter.  That could be because she ordered and directed a team to get out there and shine every single one of them.  She was adamant about learning, growing and making a real contribution as a show of gratitude for all your blessings.

When Jackie set out to do something it was going to happen.  She had imagination, compassion, a big heart, and a following of both men and women who had the good fortunate to call her friend.  I was never surprised to hear of what was going on with Jackie.  At 70, she became a lead Business Development Trust Officer at a large, independent Houston bank.  At 80, she was helping a corporate group market a new product.  At 90, she wrote her book and throughout her life would frequently volunteer to teach Sunday School or go help someone out.  Jackie never missed a chance to go to bat for a cause she believed in or for someone she cared about.

For decades, she called every visitor that attended a very large Methodist Church to tell them how happy she was that they had visited.  She would engage them; learning all about them.  Before the call ended, she would tell them she wanted to see them again the next Sunday.  One Sunday, she missed church.  It was an excused absence; Jackie had a pacemaker procedure and was in the hospital.  The Senior Pastor called and called her room that Sunday afternoon but the line was always busy.  When he reached her he told her he thought maybe her phone was out of order.  Jackie explained the phone worked fine.  She had someone bring her the visitor's list and she was dialing away.  Jackie was seldom slowed down.  

Years ago, Jackie organized a program to teach young women in a disadvantaged area on how to become confident, well-mannered, successful leaders.  That program is still in place and many of those women have been awarded scholarships and gone on to significant accomplishments.

There are many women that have graced my path that I would call a sheroe.  And, I would have to say that what all my sheroes have in common is this...they are on purpose.  They actively act upon a belief that they have a responsibility to make a difference in the lives of others.  What about the sheroes in your life?

Still learning,

Honey Shelton

From One of Them to Supervisor

Many times a promotion is bitter sweet.  Especially, when you are on a team and then promoted to being the supervisor of that very team.  You are elated that your hard work has paid off and excited to be named a leader but others on the team thought they were just as deserving as you.  You can see a caution light flashing in your future.

 

How do you make the best possible transition from team member to supervisor?   What needs to happen to ensure success?

• Ask leadership to stage a transition meeting with you and the team to prepare for the change.  In the meeting best practices for how a team can work well together are explored, explained and all participants write out and share what they plan to do to ensure the team can work successfully.  Each person speaks only in “I” statements.

• Work on building a plan for how you will gauge progress and measure success for the team; ask for input and ideas from each member.

• Meet one-on-one with each team member to tell them what they can count on from you and invite them to share any concerns or suggestions they have.  Prepare yourself for this meeting and practice being a non-defensive listener.  If you receive unkind or hard to hear information, ask tough questions like “how can we get past obstacles”.  When the team member claims they can’t get past or around challenges, suggest they think about it for a few days and you will follow up with them.  Ask them to Google for ideas and suggestions and bring you what they find.

• When people say hurtful things to you, ask them not to.  When others on the team share things they have been told or have heard about you, ask them not to share anything others say about you.  Establish a boundary that you only deal face-to-face with anyone that wants to share their opinion of you.

•  Keep the focus on the facts and self-check often how things are going.

• Give people who are having a hard time with the transition some time, then check back in with them.

• Find peers you highly respect and ask for direction and suggestions on how to make the transition from a team member to becoming a supervisor.

Hang tough with a smile on your face and an open door.  Establish boundaries; don’t let anyone grab a fire extinguisher and douse your fire and passion about your new position.

Still learning,

Honey

Co-Worker from Hell

If you haven’t worked with someone you would describe as mean or “out to get you”, count yourself lucky.  Most of us have had experience with stressful relationships in the workplace, but it all comes down to looking at just what degree of stress we are talking about.   As a workplace coach, I hear plenty about behavior that is dysfunctional at best, and some that truly crosses the line and could be construed as bullying or even a hostile work environment.

Depending on ego and personality type, a co-worker might imagine or even act out what they’d like to do to people at work they are mad at or don’t like.  From sarcasm, to ill-intended gossip the stress and hurtfulness is abundant.   Immature power plays that include setting people up for embarrassment or baiting a co-worker with hateful comments or downright defiance can destroy job satisfaction and morale.

If you are a manager, you are obligated to create a safe workplace.  That includes setting boundaries, educating and encouraging cooperative behavior, stressing that courtesy and kindness is expected by and to everyone – not just the customer. 

When employees struggle to get along, encourage communication –  to talk it out, stay as neutral as you can while coaching each one involved to self-evaluate what they do that contributes to the problem and what they are willing to do differently

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Don’t focus on blame and old history.  Focus on what is acceptable and unacceptable.  If you are in a service business explain that the same courtesy that is ALWAYS expected to be extended to the customer is expected among the team.  Don’t set up situations that cause resentment, confusion and distrust.  When the evidence is clear that an employee is bullying, spreading cruel gossip and openly defiant to those they work with – move on it!  The employee must be told that the behavior is not acceptable; it must cease, and will be a cause for serious consequences.  Document the discussion, follow-up, follow through.  When a situation is seriously escalated and then addressed it must be followed up.

Recently, I was coaching a high-level executive assistant who was given added responsibilities.  The new tasks included training and supervising the company’s receptionist.  This change was prompted by ongoing disappointment with regard to how the receptionist performed.

While the EA was given the new responsibility, the lines of authority were blurred and confusing.  Dual reporting was part of the structure, the receptionist would report to her existing manager and to the EA.   The EA, who had an entirely different manager, was expected to coach and supervise a highly resistant employee that wasn’t doing her job correctly, actually refusing to do certain tasks expected, misusing time off and deliberately defying certain procedures. 

The EA was excited about the challenge but had to do the job with her hands tied behind her back.  It was a disaster.  The receptionist chose to ignore the coaching and training, and instead worked hard to spread gossip and sabotage the EA.  Ultimately, the receptionist lost her job.  She wasn’t the only casualty.   Others on the team watched and saw how the top of the company set up a good employee to fail. 

Probably with the best of intentions, leadership ignored all the warning signs and tolerated all the deviance, flagrant misbehaving and cruelty to go on far too long – “hoping it would just go away”.  It will take time for the staff to restore confidence and trust after an event like this.

Here is a first-hand account of the aftermath:  “Gossip is dangerous, hurtful and toxic.  When you are the target you feel violated, helpless and angry.  I think part of the motivation of gossip is to provoke the target to emotional overload.  You have to hang tough because forfeiting professional maturity can do serious harm to your reputation.  Though I was seriously challenged by my co-worker I wasn’t willing to act out but I came close, lost sleep and was highly stressed.  Glad I had an outsider supporting me.”

“Hopefully, I would feel like I could decline if ever asked to supervise someone who would be reporting to two people.   Instead of respecting me, my co-worker resented me and saw me as interfering and chose to try to get even with me. The retaliation created an unpleasant circumstance for a lot of people.  This is the first time I have ever experienced bullying.  In the end, the right thing prevailed but it went on too long.  As stressful as this was for me, I learned that I have to keep my side of the street clean.  Personal integrity and accountability for my behavior is where I had to keep coming back to.  Now, my focus is to restore my job satisfaction and to heal from the side effects that come with working with a co-worker from hell.”

Still learning,

Honey

Wow! Your New Hire!

Helping your new hire get off on the right foot starts before their first day.   New employee indoctrination begins with how they learn about the opportunity, the interview process and how they are introduced to their new job and co-workers.   Starting a new job is stressful, exciting and challenging.  What can you do to make it positive?

 

Prepare a review packet for the interview.   This includes the job description, the vision and mission of the company.  Solicit feedback from your staff on why they like to work for the company.  This way you can include “Testimony from the Troops” so the prospect can get a look at the company from an employee’s perspective.

 

As the supervisor, phone your new hire a day or two before they start.  This is where the real indoctrination begins; where the first impression starts to form for your newest staff member.  Tell them what name they are to call you, confirm what name they like to be called.  Express how enthused you are to have them on your team.  Review with the new employee how the first day will go and what to expect the first week.  Give them your cell phone number and tell them day one lunch is on you.  If there is an after-hours number share it so they can give it to family members, and this is the perfect entrée to discussing texting and personal phone call boundaries on the job.

 

Talk about dress code and invite them to park in a special place on their first day – as close to the front door as possible.  Explain this will be the only day they park there but you want their first day to be as easy and comfortable as possible. 

 

Ask your new employee to come in 5-10 minutes early and that you will be waiting for them at the door.  Greet them with a handshake and a notebook.  Tell them the notebook is a central place they can make notes and write down questions or store information they want to hang on to.  Let them know that each day you will visit with them about what is in the notebook.

 

Ask them to share a few things they like for people to know about them – maybe favorite places to vacation or where they grew up, etc.  Take their photo to be used in introducing them to others and explain that you are personally committed to making them a part of the team!   Put the photo to use immediately by making a poster for the coffee bar and send out an announcement informing other departments about your new employee.  Ask those you email to call or fax a welcome to your newest team member.

 

Get your new hire off on the right foot.  Wow them like you want them to wow customers, co-workers and you!  Help them feel a part of versus a part from the team immediately!

 

Still learning,

Honey

War or Peace? What's Your Plan for Resolving Conflict?

When conflict happens between you and another person look at your part in the deal and face the conflict.  Ignoring and resisting conflict won’t make it go away.

Working and living with other people generates joy, frustration and irritation.  Express appreciation for the joy and address unresolved conflict.  A lack of either or both will create resentment and fuel conflict. 

Maybe you have someone that “rubs you the wrong way” or maybe someone offended you 13 years ago or last month and your typical approach is to get even by not speaking or acting rude.  This approach is a lousy strategy for peace – peace of mind especially.

It takes guts and honesty mixed with courtesy to speak up when you feel offended.  But that is your part in the deal.

Try this - “When you this or that I told myself this or that.  I know it’s my responsibility to share what’s up for me so can we have a respectful discussion about this?”  Courtesy, courage and kindness are the perfect combination to approaching conflict.  You can’t make anyone do anything but you can choose your actions and reactions to everything.

Don’t continue to lay the groundwork for war by setting a trap to ambush the other guy.  Go direct, avoid being accusatory and work to resolve the conflict.  War is expensive, people get hurt. 

Remember, remain open to feedback and lessen your defensiveness when others muster up their courage and bring you issues they have with you.

So what’s it going to be – war or peace?

Still learning,

Honey

This Teller Drives Me Crazy!

Ever said that?  If you are a customer who has had "issues" with a teller you might have said that.  If you are a manager of a branch in a bank or a credit union I know you've said that!  Maybe you are training a new teller and are pulling your hair out.  

Hot Tip - Hot Link  

Essential Tellers Issues

Read on, here are some symptoms and treatments for tellers that drive you crazy.

The teller was trained and now acts like she wasn't.

At the risk of sounding defensive here are some things to ponder.  Tellers are expected to know an immense amount of information - some they use daily and some they seldom use.  Remember, tellers, like the rest of us, learn by doing.  Deliberately and in a supportive way have them practice process, procedures and decision making.

Create simulation exercises for ALL tellers to review monthly, if they are new have excercises for them weekly.  Simply put, copy transactions or make up mock transactions and have the teller review the items in the transaction and explain what they would do and why.  Make some of the transactions very routine, some very complicated.  Provide all the information the tellers needs to make a decision.  Account balance, account history, etc.

Include less cash deposit for a new account and temporary ID.

Include a check to be cashed that is made payable to a business.

Include an endorsement that is a simulated forgery and a copy of a legit driver's license.

I think you get the idea.  

I have a teller with a bad attitude.

Whoops...you have a teller with poor behavior.  Stay out of the attitude business and focus on behavior.  Learn to be very descriptive without judgment or exaggeration when positively confronting a teller about rudeness, indifference, laziness, gossip and the like.  State what you saw or heard, state what you want instead and call for agreement.  Brief, firm and to the point.  Document the conversation.  If you have to do this more than once, call for a corrective action plan the teller is to provide you with and give them 2 days to prepare it.  Review the plan they provide you, collaborate and work it out so you both are in agreement, document it and ask the teller to sign it.  Ask what you can do to best support the plan.  Follow up and follow through.

Don't delay addressing behavior that drives you crazy!  And, remember to review your own behavior every day and ask yourself "what did I do today that would drive someone crazy?"  If that wasn't your intention :), stop the behavior, apologize and be a role model for others.

Be the person you want others to be.  

Still learning,

Honey

On the Job is a Juggling Act

You know the challenges that come with juggling your time on the job!  Meetings here, there and everywhere, paperwork, phone calls, employees, customers, email…the list goes on and on.

Here’s a few time management tips that will help you to not drop the ball and decrease your stress level!

 ü  Everyday make a list of what is to be done

·         If you don’t know what you should be doing, how can you manage your time to get it done?

·         Plan for the unexpected

·         Some people like writing this list out by hand because it shows commitment to each item.

·         Others like software that helps to slice and dice their to-do list into manageable, relevant chunks.

·         What on the list needs to be done first?  Second, etc.?

·         Put a time estimate by each item

·         Do a reality check – where do you need to make adjustments?

ü  Retrieval is everything

·         Are you wasting time looking for items on your computer and your desk?

·         Organize a filing system and routinely file lower the stress of too much stuff not being where you can find it

·         Remember FDR  when you open a document on your computer or review paper on your desk

o   FILE or DISCARD or RESPOND

ü  One calendar – only one

·         More than one calendar in your life puts your reputation and your time at risk

·         Use a pencil if your one and only is a paper calendar

·         Key point – your to-do list is about what needs to get done, your calendar is about when it gets done

As a juggler learn how many balls you can keep in the air at one time.  Sometimes you have to say no or delegate.  Stay tuned on how to say no and how to delegate.

Still learning,

 Honey

How Do I Know This ID is for Real?

Identification Rationale
Requesting, examining, and recording the presenter’s identification is an important part of the check-cashing decision.  It is how you determine whether the presenter is the person he or she claims to be. Since it is difficult to recognize everyone who wants to cash a check, properly identifying them is critical.

Identification Six Point Validity Test

Determine the validity of customer identification using specific criteria.

Acceptable identification must:

      1.   Contain a photograph.

      2.   Describe the presenter.

      3.   Show a sample of the presenter's signature.

      4.   Include the birth date of the presenter.

      5.   Display a date of expiration.

      6.   Be recognizable as an official I.D. and contain a registration or identification number.

Commonly acceptable forms of identification may include:

• Valid Driver's License with a photograph                             
• Armed Forces issued  ID                                                        
• USA/Foreign Passport    
• Official state Issued ID with a photograph                           
•  INS issued Alien Registration Card
• Well-known employee I.D. cards that contain photograph
• Government/military identification cards

REMEMBER:  For the I.D. to be acceptable, it must pass the Six Point Test.

Why Training Can't Get Where it Needs to Go!

How did we ever get somewhere we hadn’t been before without Google Earth or a GPS?  Oh, I remember, we used a map -- those impossible to refold paper maps that had a scale so you could take a ruler and mark up your route and measure your distance.  Now that’s really dating me.  Even my plug in the cigarette lighter Garmin is old hat.  Today, my Smartphone acts as my guide, navigating me here and there.  I really like it when the navigator alerts me when there are tolls so I can be ready to fork over my quarters or dollars and pay the price to travel the best route.  

When it comes to training, set your sights on your destination, map out the route and pay the toll.  Clear a path for training to become a rock solid contributor to your culture, efficiencies and bottom line. 

 

Still learning,

Honey

Five Best Practices for Branch Managers

How do we get others to do what we want them to do?  As a branch manager your job requires you to set expectations for performance; communicate those expectations, and monitor and evaluate the performance. Try these five best practices to promote excellence at your branch. 

1. You engage your team in a discussion of the quality of the work to be done and the time needed to do it so that they have a chance to add their input.  Continuously, you make a constant effort to fit the job to the skills and the needs of the workers.
2. You or a worker you have designated shows or models the job so that the worker who is to perform the job can see exactly what is expected.  At the same time, the workers are continually asked for their input as to what they believe may be a better way.
3. You ask the workers to inspect or evaluate their own work for quality, with the understanding that you are willing to accept that they know a great deal about how to produce high-quality work and will therefore listen to what they say.
4. You act as a facilitator in that you show workers that you have done everything possible to provide your team with the best tools and workplace as well as a non-coercive, non-adversarial atmosphere in which to do the job.
5. You routinely provide 20 minute coaching sessions to every member on your team to encourage excellence and to allow the employee to share their findings about inspecting and evaluating their own work.

    Want your staff to meet, even exceed, expectations?  Put these best practices to work!

    Still learning, 

    Honey

1. 
   

Cross-Selling and Customer Service - Perfect Match!

Cross-selling is not about being pushing. It is about building on the existing relationship you have with the customer. When you perform your job in a friendly, knowledgeable, efficient way, customers will be inclined to think of your institution first when a need for additional products or services surfaces. 

 

Are you aware that it costs five times more to acquire a new customer than it does to sell an additional product or service to an existing customer?  So it makes perfect sense to maximize and expand the relationship you with have with your existing customer. The road to that success is paved with cross-selling.  The branch is one of the best stops on that road!

The customer’s attitude toward their financial institution is highly influenced by two key factors—location and customer service.  That points directly to the branch and those that work there!

All branch personnel are encouraged to acquire the skills and “attitude” necessary to detect, and on occasion, create prime opportunities to cross-sell and refer customers to product specialists.

Who all benefits from cross-selling success at the branch? The answer is three-fold:

Customer:       Your customer wants all the convenience and satisfaction your company has to offer!  Never assume the customer magically knows what you have to offer that will enhance satisfaction and elevate convenience! As a dedicated quality service provider the teller must complete the job of taking good care of the customer by first seeking out what the customer may need and then matching that need with services available. 

Company:       Your employer expects a fair return on the dollars spent on state-of-the-art technology to offer competitive products and services.  No matter the size of your financial institution, investments have been made to create Internet visibility, stay as competitive as possible in product offerings, attract new customers and keep the ones they have. The ultimate intention of cross-selling is to bolster both customer satisfaction and profitability. Plus, the frontline is in a primary position to engage the customer and create a positive experience that reinforces the likelihood the financial institution will retain the customer.

Frontline:           Your reputation for excellence in your position rides on many things including product knowledge and customer focus.  Success at cross-selling and referrals will be dependent on your skills and attitude about taking exceptional care of the customer.

Cross-selling and referral-making are legitimate expectations of all frontline personnel. It takes the efforts of all financial institution personnel to grow the profitability of the institution, as well as working to maintain and grow the depositor relationship.  

Still learning,

Honey

More Cross-Selling Tips for Bankers

Prepare for Objections

When timing is good always find out what the customers objections, concerns or reservations are when you suggest a product or service.  Gentle probing will help you and your company in several ways:

When you know why the customer won’t buy you can share more information or clarify facts.

When customer’s resist or don’t perceive a product is valuable the company needs to be aware of how frequently that is happening.  It could be pricing or product features need to be adjusted.

Remember these tips when preparing for anticipated objections.

·         Don’t take "no" as an answer every time.  When it seems right, find out why a customer objects to a product or service.

Mrs. Lewis, tell me about your reservations.

·         Restate what they said and encourage more conversation

You just don’t feel comfortable paying bills online, tell me more about that.

·         Encourage the customer to share about their opinion, concerns or experience.

Tell me more about that.

·         Use the feel, felt, found formula:

I understand how you feel. Other customers have told me they felt that way. Let me share with you what they found out.

Put these tips to work for you as you develop the skills of effective cross-selling.  For more information on this topic, click here for free tools and articles in our web store.

Still learning,

Honey

Cross-Selling Know How! What to Say!

Spot Opportunities; Start Conversations

Cross-selling opportunities are abundant at the branch. Be on the lookout and the “listen” for cues the customer shares and respond with prompting questions and/or benefit statements. Always express congratulations to good news, compassion or regret to tough news.  Remember to assure your customer that you are willing and able to help.  Cross-selling is about helping the customer get what they need.  Branch personnel devoted to customer service will find cross-selling expertise is just another way to take great care of the customer. Stay alert to the opportunities that come your way every day.

 

Create your own scripts so you are prepared to start conversations and respond to the needs of the customer. It is easy to help customers get their needs met when you know what to say!

·         “I just started a new job.” 

Congratulations on your new job!  If you are going to have the opportunity to roll-over a 401K from your former employer many of my customers have found our investment area very helpful.  May I introduce you to one of our specialist?

·         “My husband got a promotion and we are going to celebrate this evening.”

What good news, that is wonderful!  Promotions usually prompt a pay increase and if that is the case for your husband that is even better news. Something to think about would be to start an automatic debit from your checking account and move any addition dollars into a savings or investment product so that your family benefits long term from a pay increase.  May I show you how that works?

         “We spent last weekend looking at colleges for our son who will graduate this year.”

What excitement that must be for you and your family!  I am hearing that from several of my customers that they have children graduating this spring.  Now is an ideal time to set him up with a student account. That will give him time to practice managing a checking account and, since we don’t charge for using ATMs anywhere, that account will work for him wherever he ends up going to college.  Of course, when he is off to college you can easily add to his account if you needed to; can I introduce you to Julie so she can get that set up?

        “Our A/C went out yesterday and I am worried sick over what the expense to fix it will be.”

We specialize in putting an end to worries.  If you have the time, let me introduce you to George Williams, he could talk with you about a line of credit. If you need money, a credit line is just the ticket for circumstances just like this.  I see he is free and I would like to at least introduce you, would that work?

Get busy spotting opportunities and starting conversations, you'll find you enjoy your job more and your customers are more receptive!

Still learning,

Honey

Cross-Selling Tips for Bankers

You must always set the stage for cross-selling with excellent service and a positive image.  Start your day off with cleaning up your work area, stocking it with supplies and marketing material.  Include brochures, business cards and if you have a special offer create a tent card for your window by tastefully mounting a screen shot or newspaper ad for display. Clear picture frames make excellent props for displaying brochures or advertising. Focal points generate conversation so you will want to support any effort the company has put forth in statement stuffers, signage and advertising.

There is an old adage that goes like this “people don’t care how much you know until they know how much you care.”  How you convey that you care begins with a smile. 

Be Inquisitive, Engaging and Prepared

• Appear friendly and approachable
• Introduce yourself, look them in the eye
• Use their name
• When it’s appropriate start and end on a handshake
• Pay them a sincere compliment
• Get to know them as a person
• Engage them with questions that express care and interest

“How’s your week going?”

“Tell me about your family,”

“Tell me about your work.”

“What’s new with you?”

“Have any big plans for this time of the year?”  

Put these tips to work for you and you will ace your job at the branch!   

Still learning,

Honey