1. BRANCH MANAGER BEST PRACTICES ELEVATING YOUR EFFECTIVENESS AS A LEADER HONEY SHELTON WWW.INTERACTION-TRAINING.COM

2. TRANSFORMATION OF THE BRANCH What’s new? Who’s coming to the branch? Why? Smart phone, tablet or monitor www.interaction-training.com2

3. FUTURE-PROOFING What the trends say www.interaction-training.com3

4. EXPECTATIONS OF YOU Growth Professional development Impression management www.interaction-training.com4

5. GROWTH Members Cross-selling Referrals www.interaction-training.com5

6. BRAND AWARENESS Spread the word Key influencers www.interaction-training.com6

7. EXPECTATIONS OF YOUR TEAM What is expected needs to be inspected Service quality Accuracy Knowledge www.interaction-training.com7

8. EXPECTATIONS OF THE MEMBER Faster Smarter Easier www.interaction-training.com8

9. TIME MANAGEMENT Interruptions Tools –Calendar –To do list –Spiral notebook –Free stuff www.interaction-training.com9

10. YOUR CALENDAR www.interaction-training.com10

11. YOUR TO DO LIST www.interaction-training.com11

12. 5 PART SPIRAL NOTEBOOK www.interaction-training.com12

13. TEACHING TIME MANAGEMENT Show, tell Inspect Assign articles www.interaction-training.com13

14. TRY THIS… Timer Quiet quarter (15 minutes of silence) Furnish to do list Where did the time go? www.interaction-training.com14

15. COACHING Yourself The team www.interaction-training.com15

16. MOTIVATION What is it? Who has it? Can’t make anyone do anything All behavior is purposeful www.interaction-training.com16

17. COACHING TIPS Coaching is about stirring it up Create the environment On purpose Spontaneous www.interaction-training.com17

18. W D E P Wanting Doing Evaluating Planning www.interaction-training.com18

19. DERAILMENT Don’t make excuses Make it a priority When should payroll be late? www.interaction-training.com19

20. CONDUCT LOBBY HUDDLES What is the objective? How often? How long is the huddle? What is the agenda? www.interaction-training.com20

21. SHARE THE RESPONSIBILITY Pass the baton on different topics Make it fun Call for recall www.interaction-training.com21

22. CONDUCTING DIFFICULT CONVERSATIONS www.interaction-training.com22

23. 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 www.interaction-training.com23

24. 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?” www.interaction-training.com24

25. SHARE THE IMPACT; INQUIRE ABOUT INTENTIONS  Recognize your assumptions about their intentions  Be authentic www.interaction-training.com25

26. www.interaction-training.com26 SOME DEFENSIVENESS IS INEVITABLE

27. PAY ATTENTION  Listening for feelings  Reflect on your intentions www.interaction-training.com27

28. WHAT IT WOULD SOUND LIKE www.interaction-training.com28

29. 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 www.interaction-training.com29

30. BEWARE OF ALL OR NOTHING  What do you want to have happen?  What is the outcome you are looking for? www.interaction-training.com30

31. 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 www.interaction-training.com31

32. 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 www.interaction-training.com32

33. TIE ALL THIS BACK TO ON THE JOB www.interaction-training.com33

34. www.interaction-training.com34 MAKE THIS A HABIT: “SUCCESS” SELF-EVALUATION

35. ESTABLISH EXPECTATIONS  Managers are trained and expected to coach  Performance Plan  Plans to Correct and Connect  Weekly Report www.weekdone.comwww.weekdone.com www.interaction-training.com35

36. PLANNED AND FOCUSED  Agenda  W D E P Want Do Evaluate Plan www.interaction-training.com36

37. IF YOU AREN’T SATISFIED With how well-trained your staff is Be sure your trainers are well-trained We do that www.interaction-training.com37

38. www.interaction-training.com38 FREE STUFF BLOG Stay in Touch