Empowering employees in a universal branch concept

first_img 22SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr I remember receiving the phone call that I would be managing our organization’s first non-traditional branch. The first emotion was elation; I couldn’t believe that my organization was giving me this opportunity. The second emotion was fear—what had I gotten myself into? I was giving up an established branch with an experienced staff to develop a new concept in a new market.Although there were many tasks that needed to be done, the most important was getting our team ready. After selecting four internal candidates for the MSR positions, we immediately implemented a rigorous training schedule while they continued working in their current branches. We expanded their organization knowledge by putting them through a modified version of the shadowing program that we use for our management training program. Additionally, I taught several interactive classes on interpersonal skills.  We examined best practices from Apple, Ritz Carlton, and Chick-fil-A. I had one goal for this training: to create engaged and empowered employees. While not a perfect benchmark, success would be measured by the elimination of the phrase “I need to check with my supervisor” from their vocabulary. I hate that response because it is an admission that the employee is unable to help the member. It also conditions members to constantly ask for a manager or supervisor for routine requests. I told my team early on that I wanted them to resolve issues that arose and then debrief me on their solution later, when we could discuss alternative solutions in case a similar event happened later. continue reading »last_img

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