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Casual Articles - Retail Operations - Effective Branch Manager Support and Guidance
Like huge anchors on cruise ships, other people can hold you down. Not intentionally, but their negativity impacts you. It’s hard to be winning at working when you’re anchored in place. It’s hard to see the next great idea and enthusiastically embrace it, when you’re feeling a sticky heaviness. And it’s hard to think creativity when you’re feeling empty. Like a balloon with air pouring out, deflated and flat at the end, I hung up the phone, drained. For the most part I’d offered a supportive ear with occasional contributions of asked for advice. Several days in a row, he called or stopped by my office, with a second, and a third, and a fourth verse of the same song. After each encounter, my energy felt zapped. It got to the point where Jay’s presence alone started my energy leaving, replaced with an empty heaviness as if his negative energy was seeping into me.
ey do not attempt to do so.
It is Hard Work and Time Consuming – Many managers feel they do not have the time to sort out under-performers and that it is low on the priority list. “It is not worth the hassle” is a common comment to be heard.
Denial – Many managers are either blind to the fact that a person
It’s all in who you know... Or can get to Know!Yesterday I had a customer service issue that warranted my immediate attention. I had ordered a product that I desperately needed that was now about 6 weeks overdue the original back ordered date. I had made numerous calls to both the local and the national vendor over the past few weeks and had received different answers every single time. I had gotten the run around from corporate, from the local vendor, tried to make complaints on line and their server was down, and had left phone messages that had gone unreturned. I had been strung along, lied to and ignored. I was livid by the time I got them on the phone to let me know that it would now be another 10-14 days.I told the woman that I trained in customer service and sales and that I also wrote and spoke nationally about companies. I told her that I was able to get this organization that I’m ordering through to cancel them as a vendor, but that I heard they had been very responsive towards some of the hurricane victims which I applauded. But that their service was unacceptable and that I was appalled they’d let someone fall through the cracks like they did. I asked what they were going to do for me to help ease my annoyance. She c
Why does this reluctance exist, why do so many mangers back away from confrontation? The problems and challenges that need to be overcome are many and the common reasons and ‘excuses’ for not doing so are as follows:
It is Risky – There is a worry in the back of the manager’s mind that discussions could turn into heated arguments and that they may open themselves up for harassment or bullying accusations. There is also a concern that team moral and motivation may be damaged by tackling an under-performer and that the team may even turn against the manager.
It is Complicated and Difficult– Performance and behaviour management is not straight forward, it is very seldom clear cut or black and white. It is ‘grey area’ stuff and often involves opinions, perceptions and subjectivity. As managers feel they cannot quantify and then justify their concerns clearly enough they do not attempt to do so.
It is Hard Work and Time Consuming – Many managers feel they do not have the time to sort out under-performers and that it is low on the priority list. “It is not worth the hassle” is a common comment to be heard.
Denial – Many managers are either blind to the fact that a person
When your envelopes aren't opened, you can't make money! Before you can get an order, the recipient of your mailing package must first open the envelope. Unfortunately, many recipients of direct mail simply discard the material without opening the envelope.Because of the high costs of printing, envelopes, and postage, your mailing package represents a sizable investment. You simply can't afford to make this investment, and then have your sales material discarded in unopened envelopes.With the following methods, you will have a substantial reduction in the number of unopened envelopes and a pleasantly profitable increase in sales.1. If your envelope looks like junk mail, it will be treated like junk mail (in other words, thrown in the trash without being opened). The solution is simple - don't mail your material in envelopes that look like junk mail.2. Avoid using mailing labels, because they make your envelopes look like junk mail.3. Try to use your computer to address envelopes.4. If you must use labels, then use colored labels.5. Use colored envelopes.6. Use first class postage and print FIRST CLASS in several places on the envelope. An inexpensive rubber stamp, with red ink,
Why does this reluctance exist, why do so many mangers back away from confrontation? The problems and challenges that need to be overcome are many and the common reasons and ‘excuses’ for not doing so are as follows:
It is Risky – There is a worry in the back of the manager’s mind that discussions could turn into heated arguments and that they may open themselves up for harassment or bullying accusations. There is also a concern that team moral and motivation may be damaged by tackling an under-performer and that the team may even turn against the manager.
It is Complicated and Difficult– Performance and behaviour management is not straight forward, it is very seldom clear cut or black and white. It is ‘grey area’ stuff and often involves opinions, perceptions and subjectivity. As managers feel they cannot quantify and then justify their concerns clearly enough they do not attempt to do so.
It is Hard Work and Time Consuming – Many managers feel they do not have the time to sort out under-performers and that it is low on the priority list. “It is not worth the hassle” is a common comment to be heard.
Denial – Many managers are either blind to the fact that a person
Having good telephone skills is crucial as the call may be the catalyst for a prospective sale or provide vital counseling for a member of public. However, since both parties may not see each other face-to-face, a telephone conversation may not lead to favourable results; on the flip side, it may lead to unintended misunderstanding.Here are some tips:Even voice toneIt is important to speak clearly in an even tone. If you are anxious or even short of breadth, the other party may perceive that you are distracted. This may cause the phone conversation to be terse and unproductive.Identify YourselfIt is important to identify yourself to the other party before you proceed with the conversation. It is not a good idea to assume that the other party knows you.Ask For IdentificationAlong the lines of the above point, you should also ask for the identity of the other party. You do not want to reveal confidential information to the wrong person on the other line! This is not as a far-fetched since speaking on a mobile phone may create identity distortions as compared to using a fixed-line phone.Structured CallIf you are making a sale over the phone, it is important to ask the customer if you can
It is Complicated and Difficult– Performance and behaviour management is not straight forward, it is very seldom clear cut or black and white. It is ‘grey area’ stuff and often involves opinions, perceptions and subjectivity. As managers feel they cannot quantify and then justify their concerns clearly enough they do not attempt to do so.
It is Hard Work and Time Consuming – Many managers feel they do not have the time to sort out under-performers and that it is low on the priority list. “It is not worth the hassle” is a common comment to be heard.
Denial – Many managers are either blind to the fact that a person
The ability to solve complicated problems quickly is more important than ever in today’s tough economy.From the time we’re little kids, we’re taught to solve problems by trial and error. That’s fine if the problem is as simple as a burned out light bulb. When the problem is a muddle of business, technical and political problems, we need something that helps us untangle the mess. Unless you’re Harry Potter, treating a mess like a burned out light bulb is as effective as wishing for magic.Fortunately, there are alternatives to magic. Many key concepts in problem solving seem obvious but are often overlooked, causing delays and frustration in getting important problems solved. Welcome to the second installment of tips and reminders that will help you solve messy problems quickly and easily.** Use your project management skills.Solving a big problem is a project: you’re far more likely to solve it successfully if you treat it like one. That means you’ll need to identify tasks, make and adjust assignments, and keep track of what is due when. Be sure to get appropriate management support for your project.** Look for solution owners rather than problem owners.Everyone participating in the situation
It is Complicated and Difficult– Performance and behaviour management is not straight forward, it is very seldom clear cut or black and white. It is ‘grey area’ stuff and often involves opinions, perceptions and subjectivity. As managers feel they cannot quantify and then justify their concerns clearly enough they do not attempt to do so.
It is Hard Work and Time Consuming – Many managers feel they do not have the time to sort out under-performers and that it is low on the priority list. “It is not worth the hassle” is a common comment to be heard.
Denial – Many managers are either blind to the fact that a person
How come you're seeing certain ads over-and-over again?Why are they working. and why do some display ads deserve to be nothing more than bird cage lining.Since we've been discussing sales copy "voices" lately, I'll let you in on a little secret about display ad voices. The biggest problem with display ad "voices" is that, for the most part -- there really aren't any.Most display ads read more like checklists that spit out facts, rather than engaging and conversational "recommendations", which is how they should read.I hope you caught what I just said because therein lies the key to nailing down the right "voice" to use for your display ad.You want the sales copy voice of your display ads to read like a non-biased third party came in and reviewed your product, and then wrote up a quickie description of it.Here's an example of what I'm talking about. It's a small display ad I wrote for a U.K. client some time ago:(you can see the ad right here: http://www.kingofcopy.com/tips/display_ad_sales_copy_voices_083005.html***At last, FREE phone call gives fast and easy results!"New Unique And Proven System "Beats" Your Debt Problems... In Just 5 Days!"Picture this:
It is Hard Work and Time Consuming – Many managers feel they do not have the time to sort out under-performers and that it is low on the priority list. “It is not worth the hassle” is a common comment to be heard.
Denial – Many managers are either blind to the fact that a person is under-performing or behaving unacceptably or they do not see it is a serious enough issue to address. There are even managers who believe that it is not their job to tackle performance and behaviour issues and that some day, someone will come along and do it for them.
Many of the aforementioned points tend to be excuses rather than reasons but there are a number of more important points that need to be taken into consideration:
Lack of Training – No new manager has any previous experience of performance and behaviour issues when they move into a manager role for the first time. New managers often inherit performance or behaviour issues from the previous manager and yet are not given relevant training for tackling these issues from the onset. Giving managers basic employment law training and the company procedures to read is not the ‘practical’ training they need and is certainly insufficient on its own. All managers need a thorough grounding in the use of the performance management tools and practice in their use. Job specs, probationary periods, reviews, counselling sessions, appraisals and the disciplinary procedures are all useful performance and behaviour tools when used correctly and at the right time. Yet this vital training is not made on
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