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

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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 

What Stage is Your Team In? Teamwork Series

The Team Handbook*, says that teams go through four predictable stages of growth as they learn to work together effectively.  Key word here is "effectively."

Stage 1:  Forming

When a team is first organized or when there is a change up in who is on the team or who leads the team, forming will be the best way to describe the team.

At this stage, team members are exploring the boundaries of acceptable group behavior and trying to establish their position and status with the team.  While being somewhat excited about the opportunity to be on a team or reorganizing a team, they may be suspicious and anxious about how everything will work.  It is perfectly normal at this stage to see little progress, as the team may complain about the purpose of the team and are inclined to get stuck in discussions that end up nowhere.  Impatience and frustration are common symptoms of members on the team in this stage.

Stage 2:  Storming

At this stage the team members are beginning to realize that the task and responsibilities of the team are different and more difficult than first imagined.  Some may become impatient with the lack of progress and begin to vocalize their ideas and resist the need to collaborate. Others might simply withdraw as discussions may start to heat up.  They are beginning to understand one another and realize how the differences in personalities, agendas and communication style are going to impact them.  Storming takes on many different faces, but it is part of the predictable process of a team trying to work together.  Sometimes a team stays in stuck in storming and has a low success rate.

Stage 3:  Norming

This is the stage when team members are accepting the individuality of each person, beginning to trust the ground rules to keep equality in the process, and realizing that competitiveness must give way to cooperation.  They begin to look forward to the contribution of the others on the team as a sense of team spirit and dedication to a common goal unfolds.  With this shift in team energy, they begin to make significant progress.

Stage 4:  Performing

Team members now have insights into personal and group processes.  They recognize, and even anticipate, how they can each contribute to the mission.  They quickly identify and resolve interpersonal communication problems.  They develop a synergy that enables rapid progress.

What stage is your team in?  Encourage and lead the team to the performing stage!  For your free copy of a Team Effectiveness Survey, email honey@interaction-training.com.

Still learning, 

Honey

*Scholtes, Peter R. and other contributors, The Team Handbook.  Madison, WI: Joiner Associates, Inc. 1988

Teamwork Series - What Kind of Team Player Are You?

What are your contributions to your team?  Do you help it function effectively or contribute to it creating havoc?  Are you the leader?  Who is the leader?  Is your team well-fed or suffering from malnutrition?

Teams that are neglected will begin to malfunction.  Soon havoc and morale issues will set in for all those on the team and can quickly spread to those that have to interface with a dysfunctional team.  What shape is your team in?  Are you working at helping the team succeed or are you a bystander?  What do people on the team say about you?  How would you rate yourself at teamwork?

Signs your team is in trouble include:

Nagging

Judging

Sarcasm

Complaining/Criticizing

Blaming

Backbiting

No Accountability

Maybe you have a ringleader or member on the team that just can’t let something go or frequently uses sarcasm.  Scapegoating or blaming others is an ideal way for a troublemaker to take the focus and shift it to someone else. 

“Confrontation simply means meeting the truth head-on.”  Coach Mike Krzyzewski

Do your part!  Become a quality contributor and play a key role in the team working well together. Check out the following if you want to play for a great team!

Keep it real - What's the purpose of this team?

Have a compelling direction - What's the vision?  What are we trying to do?

What's the game plan? - Who is to do what?  Where are the limits and boundaries?

Where is the top of the food chain in all this? - How does the company encourage and model teamwork?

Can leadership lead?  Who has the whistle?  Can team members follow? - Who's the coach?  How supportive are you about coaching or being coached?

Still learning,

Honey