Give Yourself & Staff a Performance Booster Shot

I get letters from all over.  I decided to share a note from one of my favorite bankers who is dedicated to professional development - for herself, as well as her team.  She learned to use the weekly report in my Supervisor Boot Camp a few years ago.  I am passionate about utilizing a weekly report.  Not everyone shares my passion but everyone who uses one knows the value of it.  Here's how I teach it. 

Every Friday by 3 PM, everyone turns in a weekly report to their supervisor.  It's basically an outline with the current date and the name of the individual completing it.  The outline contains   three headings, Accomplishments, Problems and Plans.  Under each heading, you list bullet points or key factors that are important to remember or vital to communicate to the boss.  The manager is to create one as well and share with all his/her direct reports.  The Weekly Report ensures communication and it provides tracking and accountability for both parties.  When I receive an employee’s weekly report, I like to write directly on it, offering my responses, copy the report and give it back to my employee.  Now we both know that we both know what went on that week.  

Here is what my friend, the banker sent me:

I have been using the weekly report with my staff since last year.  I have seen a decrease in what is in the reports and even them skipping completing them.  What suggestions if any would you have to re-stress the importance of the content and completion of these reports- outside of the obvious that I require it?

Here was my response:

Are they doing a "to do" list every day? 

I have always reminded my team that the "to do" list and calendar are the perfect tracking tools for pulling together the weekly report.

Manage by walking around and ask to see their daily to do list every day or every other day.  If they don’t have one, help them create one on the spot.  A to do list helps you focus and prioritize.  Helps you to not waste time or forget what needs to get done.

Ask them to do a quarterly summary (right now this week you could ask for a “first six months of 2013 summary”) of the their weekly reports and self-assess how well they think they did with regard to planning, problem solving and getting goals met and stuff done. Nothing is more motivating than to see what progress you’ve made or need to make!

Remind them the report is for them.  It empowers and enables them to track their success, to provide them accountability, credibility and planning.

The key to success is having a plan and executing it.  Act like a turtle.  Stick your neck out when you have to get where you are going.  Slow and steady.  Pull back occasionally, stay headed in the right direction, watch out for getting run over and you will get to where you are trying to go!   Learn to read the signs for when you need to step it up and when you need to kick it in gear and have a sense of urgency.  Responsiveness and persistence will pay off.  

Managers remember this; develop a culture that supports learning. Demonstrate by your actions that you believe continuous learning is vitally important. Invest some of your budget dollars in training and education. Consider a reimbursement plan for courses employees take through local colleges. Allow employees to click here to continue reading Ten Techniques for Developing Others!

Still learning,

Honey

Twelve Factors to Monitor for Check Kiting

The Federal Bureau of Investigation defines check kiting as "a scheme which artificially inflates bank account balances, in accounts that are under common control, for purposes of obtaining unauthorized use of bank funds, through the systematic exchanging or swapping of checks between these accounts, in a manner which is designed to misuse the float that exists in the banking system." 

Not everyone that writes a check and then rushes to the bank to cover it is kiting.  Kiting is a crime when the kiting steps over the line from practice to crime when the initiators of the activity intend to obtain something of value by trick, deceit, deception, or swindle.

According to law enforcement experts, check kiters generally have a professional appearance and manner. The professional check kiter usually has a good working relationship with his or her financial institution, regardless of whether the kiter has a legitimate or bogus business. This good relationship eventually works to the disadvantage of the bank because personnel are much less likely to be suspicious of "good" customers.

The American Bankers Association describes check kiting as "the process of floating worthless checks between accounts established in two or more banks." ABA goes on to state "a kiter is able to create the impression of having a real balance in each of the banks by carefully timing deposits and checks, and taking advantage of the time needed for checks to clear."

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What to look for:

1. A high number of deposits-usually several per day.
2. A high percentage of deposited funds coming from accounts under common control of the suspected kiter.
3. Checks in float many times greater than closing bank balances.
4. More "real" money is being taken out than put in.
5. Deposit and withdrawal activity conceals negative actual balances.
6. Total dollar debits and credits are almost equal.
7. Many deposit items drawn on the same bank(s) or many checks payable to the same payee.
8. Overdrafts covered with checks and not with cash.
9. Checks written in "round" dollar amounts.
10. Frequent inquiries regarding account balances.
11. Frequent use of different bank branches.
12. Frequent use of ATMs to make deposits.

Kiting involves checks from other institutions that appear to be drawn on an account established by the same account holder.  Certainly, not all checks of this nature are kiting schemes.  But alert tellers always watch for potential kiting.

When kiting takes place, the financial institution stands at risk.  If a kite goes undetected, the account holder may have numerous financial institutions involved.  When the kite stops "working," usually the last institution involved experiences a loss.

Here are steps to determine kiting and minimize risk in the interim:

1.   Alert management.

2.   Place special instructions on the account to alert other tellers.

3.   Contact the other institution(s) involved to confirm the funds are available.

4.   Never accuse or confront the account holder.

Financial institutions lose millions of dollars annually as a result of kiting schemes.  The strongest combination for deterring or stopping kiting is observant, alert tellers and the aid of the computer list of all items presented for payment that are drawn against uncollected funds.

The institution would be well-advised to have a kite-watch procedure where all "not on us" items of an established amount (i. e., $1,000 or more) are placed in a review bin so a designated deposit review person gives these items a second look.  Centralizing the effort allows a few "specialists" to become very familiar with depositors moving money from one institution to another, amounts, frequency, etc.  Also, this approach allows tellers to work efficiently and reduces the need to slow transactions down delaying the account holder at the window, as well as others in line.

Just as the first bank to identify a kiting scheme is usually the one to minimize their losses, alert tellers and close scrutiny of possible kiting transactions can effectively insulate your bank from crippling losses.

Still learning,

Honey

Choices that Can Stink Up Your Work Reputation

Building a good reputation is important.  Maintaining it will depend on your choices.  Your happiness, success, self-confidence and quality of life increases when you have a good reputation.  Like a degree from a university or badge from the Boy Scouts a reputation, be it good, bad, or questionable is earned.  Make a pact with yourself to earn an enviable one.

There are choices and circumstances that stink up your reputation on the job; a few can sink it.  

Be Careless with Social Networking.

On the job your online "track record" is a powerful ingredient in your overall reputation.  Never forget that content posted and made available to the public can easily be in the hands of those you work with and for.   Questionable photos include any photos that make you or others look bad.  While you may feel confident that only people you want to see it have exclusive access, there is no guarantee others can’t find a way to view them.  

Operate under the assumption that everything you post – photos and comments – will show up on your bosses desk or you mother-in-law’s mailbox.  What might seem fun or the “in thing” to do could put a bad slant on your reputation.

Talk Badly About Others You Work With

Plan on this.  Everything you tell others (even in confidence) will be repeated.  Before you know it your comments are made public.  In other words, what you say, can and will be repeated.  Hurt feelings, betrayal, and bridge burning are all possible outcomes when you talk badly about others.

Choose wisely who you vent to or blow off steam with.  It is human nature to need to do that.  If you want to manage the stress associated with work or talk about those you work with in an unfavorable light, talk to someone not on the payroll.

Listening to others you work with do a number on the character of other co-workers could backfire on your reputation.  Tell others you don’t want the burden of confidentiality and that they should assume you will share what they tell you. It will encourage their discretion and they will go searching for a new ear to bend!

Tattle Tale

If you can't get along with someone or don't like someone, don't bring all they do that you don't like to your supervisor.   Nothing will tarnish a person’s reputation more than being viewed as tattle tale.  Talking behind people's back is a coward's way to send a message.  If you need to work out something with someone go direct to them.  Someone once said “if you can’t say it to the person you are speaking of, you would be better off to not speak about it”.

Leapfrog

Jumping over your boss and cutting around them, if you are connected to your supervisor's manager, will find your reputation in jeopardy.  You might even be viewed as a political threat to everyone you work with.   Don't take steps that could undermine your boss.  Respect the chain of command.  Disrespectfulness is long remembered and not easily forgiven.

Keep the shine on your reputation and don’t engage in choices that can tarnish it.

Still learning,

Honey

Six Situations a Head Teller Faces

What is a head teller to do when faced with tough stuff?  Check out these six situations and suggestions for addressing them:

 1.      I have a teller that continues to make mistakes – the same mistakes – on completing forms incorrectly.  I have told her and told her.  The customers love this teller and she is great at cross-selling but she is careless with her work. Tell her ihat accuracy is a must and that you want her to succeed.  Acknowledge to yourself that telling her isn't working!  Make copies of her mistakes and create mock exercises for her to complete.  Ask her to draft a flowchart on how to complete the form and, then you help her finalize it.  Not everyone learns the same way.  Help her learn by giving her drills and have her create her own visual aids.

2.      One of my new hires is really dropping the ball on grooming, especially hygiene. It's not an every day thing but once is too often.   I want this guy to succeed but how do I approach something like this that is so personal?   One of my colleagues told me to just let him go using the new hire 90-day probation excuse.  This is tough stuff for sure.  Explain to the employee that personal grooming is a must on the job and that includes fresh clothes and excellent hygiene.  Tell him you have noticed on more than one occasion that he had body odor and that his clothes are not always pressed and clean.  Just be factual, brief and give him an assignment – ask him to Google both topics and find tips and blogs about the subject and bring it to you for review in two days.  Easy to do?  No.  But do it.

3.     I see others gossip about and treat another teller very unkindly.  The teller they mistreat isn’t complaining or saying anything.  I asked her about it, she claims it doesn’t bother her. When you see it, say it.  Tell the others to stop gossiping.  If you see or hear them being unkind, talk to them in private, stick to the facts and tell them it is unacceptable.  Document the visit. 

4.     A teller that has been here the longest wears too much cologne.  I am brand new at supervising.  Google the topic, take the best advice you find and print it out.  On matters such as this it is helpful to have an outsider’s feedback to offer your employee.  Say this, “I wanted to find the best way to approach this with you and hear is what I found about people who wear too much cologne to work so here are so helpful suggestions."

5.      I was promoted two months ago and one of the tellers on my team had her heart set on the position I was awarded.  She won’t speak to me and stirs up the pot with the other tellers all the time.  Ask the employee if she would be willing to talk about her cold shoulder treatment with you.  You may have to ask more than once.  Try hard to talk ONLY talk to her about this not to others.  If it doesn’t change ask her how long she thinks it will last.   Ask her what she thinks will happen if she can't be kind and friendly with you.

6.      When I am not readily available my tellers naturally go to the branch manager for assistance and she tells them anytime they need her to come to her even if I am here.  This makes me look bad and I wish she wouldn’t do that, but she is my boss.  Ask her to please tell your team to always come to you if you are available.  Hang in there and ask her more than once.  Be respectful to her but go to her as soon as you are aware when it happens.   Consider asking her to join you for a teller huddle so that together you can reinforce the chain of command.  

You may find some of these suggestions "fix" the situation, some might just make it better and then some might not make any difference.  It is your job to address tough and sticky situations.  You can't fix them but it erodes respect and trust when you don't address what isn't working. 

Still learning,

Honey

Soliciting Feedback and Taking It Well

It is easy to say you want to know if someone has feedback for you but it may be tough to go ask for it.  Tougher still to hear it.  One of the best relationship enhancers you can put to use is referred to as "The 3-3-3" and here is how it works.  First, you select a handful of candidates to solicit feedback from and ask them independent of one another to take a few days and ponder the following:

• What are three things, from your perspective, that I do that help our working/personal relationship?
• What are three things I do that you don't view as helpful?
• What are three things I don't do that you think if I did them would help our relationship? 

You will meet with your candidates one-on-one for your feedback session.

When you make the request for them to participate in this exercise, ask that they give you examples, as best they can, that illustrate the feedback they will be providing.

Your candidate may think this is a set-up or be terrified to be candid; thinking you might retaliate against them.  If either one of those side effects is a possibility, don't solicit the feedback.  Be very cautious sharing with others that are connected to your candidates any part of the feedback they offered.  Keep it to yourself.  Trust is essential to successful relationships.  If you have more power in the relationship than your candidate they may be more afraid to offer feedback than you are to receive it.

One of my coaching clients said she had the courage to do "The 1-1-1" and I supported her approach!  It's gutsy to solicit feedback.  And,  it is an important skill you will want to develop in order to become reasonably happy and highly successful in relationships.

Let your candidate know that you will follow up with them on a certain date and time that works for both of you and that you would appreciate their candor. Have a start and stop time for your feedback session and refrain from offering them feedback even if they ask for it.  Tell them you would be glad to reciprocate and set a date with them to do that.  This session is simply and completely about the feedback they have for you.

On the appointed day, remind yourself to forgo being defensive and up your game as a listener.    If your candidate gives you feedback - either positive or negative -  that you can't relate to try saying this.  "I must have a blind spot about that, do me a favor and give me a gentle nudge in private the next time you see me do that."   Close the session with a sincere thank you for the feedback.

Look for opportunities to solicit feedback and to be a role model on how to receive it!

Still learning,

Honey

Eight Principles that Count at the Teller Window

Every teller has a personal interest in cash-handling procedures and should be certain cash-related  policy is meticulously obeyed.  Cash limits vary from institution to institution and even from one teller to another, depending on the teller's specific responsibilities.  Limits can also vary from day to day, depending upon your cash needs. 

 

1. Large bulk-cash deposits should be removed from the teller window as soon as possible.  Similarly, prepared change orders should not be kept at the teller window awaiting pickup. It is tempting fate to use teller windows as temporary storage space for large sums of money.  The teller's coin vault could be used for safe temporary storage during the day.
2. Each teller is responsible for the currency and coin supply assigned to him/her.  Tellers also are charged with the responsibility of accepting money from--and paying money to--their customers.
3. Financial institution tellers are the constant target of thieves, swindlers, and con artists.  This is true of almost all phases of teller activity.  Teller training must go beyond the basics of counting money and making change.  Learning how swindlers cheat  tellers is an essential part of the training.  This requires continuous, on-going teller training.  Professional crooks are clever and resourceful.  They are well acquainted with internal procedures, and constantly invent new deceptive tactics.  Management must understand that a "new" teller steps up to the window and enters the world of major-league fraud.
4. The teller's responsibility for handling money begins before the teller window is opened and extends up to the point of balancing and turning in the cash supply at the end of the day.  During that time thousands of dollars are handled--money set up in the drawer, taken in from and paid out to depositors and customers, or transferred within the institution.
5. If interrupted during counting, stop and start again.  It's better to take the extra minute than to shortchange or overpay someone.
6. Avoid making unnecessary conversation when counting.  This discipline enables the teller to stay focused and avoid being distracted during the counting steps.
7. Ask customers to count large amounts of cash before they leave the window.  As an added precaution, follow procedures for having customers sign for large amounts of cash, to indicate receipt of the money.
8. By handling currency and coin in a consistent and professional manner, the work is simplified and the chance of error is reduced.  Equally important, tellers develop the skill to concentrate on both the transaction and the customer.

Pay the teller the respect they are due, smile when you see them and provide them training and coaching routinely!

Still learning,

Honey

Six Simple Solutions to Saving Time

Where does the time go?  How often do you think that?  If often, read on.  Time is like money if you don't have a plan for it, and, if you don't stay in close touch with where it went, you will run out of it. We all have the same amount of time every day.  How you manage it can make the difference in every aspect of your life from your health to your happiness.  From your work life to the most important relationship you cherish.  From achieving goals to staying stuck for way too long.

1.  Calendar - your calendar tells you where you need to be because you have entered every appointment you have in it with your pencil.  You need a system that houses your calendar.  I use a 7-ring notebook from Franklin-Covey that is in an 8 1/2 x 11 format.  In that notebook is my calendar and sections of other key dividers.  Dividers such as Meeting Notes, Coaching, Projects in Progress, etc.

I use my Outlook calendar to keep up with meetings I have arranged and it reflects appointments or out of office information of others.  But my true one and only calendar is the one in my system.  I check my Outlook calendar against my notebook calendar every day and "sync" them.  At the end of each month, I review my upcoming appointments in Outlook against my notebook calendar.

Your notebook goes where you go.  Never leave your home or office without it.

2.  Daily to-do list - make this life altering list the evening before or the morning of so you can think through what you have to do and what you want to do.   Your to-do list is much like your check register.  The entries are withdrawals of various amounts of time each and every day.  Your list is maintained in your notebook, in your system, so where you are supposed to be and what you need to get done match up. 

3.  Prioritize - now that you have reviewed your calendar and made your to-do list you have to plan the order of things on the list.  To the left of each item on your list mark it an A, B, C, or D.

A = must be done by noon

B = must be done by 6 PM

C = must be done by bedtime   

D = delegate it to someone else

Next, estimate how long the task will take and write the number of minutes to the right of the task.  Now you are building a picture of what and when.  

4.  Stay in the real world - you can't get any more time in a day but you can make the most of the time you have by staying in reality about how long things take.  Look over your calendar and to-do list again as you plan your day and make the necessary adjustments so you reduce your stress and ensure your priorities and commitments are met.  When you prioritize and list the order and the time it takes for each task you will see if you have to adjust the order or even move some tasks to the next day.

5.  Fuel - energy is the key to being productive.  Watch what you listen to, who you hang out with, what you eat and how much rest you get.  If you rely on caffeine for fuel it will become counterproductive.  It is an appetite stimulator and gives you a false sense of energy.  Protein, water and fruit are excellent sources to maintaining energy.  Walk, meditate and feed your mind positive reinforcement.  Routinely, look back over your calendar and to do list for habits and disciplines you can delete or add that will increase your energy level.

6.  Fun times - you need things to look forward to.  Add something fun to your calendar every day.  If you enjoy reading, then take a coffee break with your book.  If you have someone that makes you laugh make an appointment with them for a ten minute phone catch up.  If you enjoy a TV series you never get to watch then once a week watch it on your tablet or laptop for lunch.  Make a slide show of photos of your favorite people, put music to it and watch it once a month wishing life's greatest blessings are bestowed on those you love.

I love living a full life but I want it to be productive and as balanced as possible.  If that is what you want then incorporate these six solutions into your life’s savings plan!

Still learning,

Honey