Tonight, I ran a Google™ search for Branch Manager.
It returned…
Results 1 - 10 of about 40,600,000 for
branch manager (0.05 seconds)
It takes only seconds find out how serious the need for critical leadership talent is.
Typically the Branch Manager in the Staffing Industry runs a small business, even within the largest staffing firm, and manages a small team. These small teams are at the heart of an industry with the collective responsibility to increase revenues, improve efficiency, expand operating margins, and push profits up while ensuring customer satisfaction and being a team leader.
Most individual branches depend for their very existence on the sales function. At the same time, the Branch Manager is most commonly the lead, or the one and only, salesperson for the branch. This give rise to the implication is that selling is a distinct activity, remote from managing, and of lower status. Many of the industry’s excelling salespeople are promoted to management because they do their jobs well. The people rewarded with advancement to management, tend to establish a new identity in the management position, diminish their sales effort and start overseeing other people instead
Small business managers are the driving force behind top and bottom-line growth—it is the achievements of Branch Managers and their teams, whose hard work and commitment to excellence have made them a key part of the industry’s vitality
Growing a small business is hard work. The sales function is often overlooked by small business managers. Spending the necessary time with sales activity, networking, prospecting, and improving selling skills is essential to growth and financial rewards. A successful sales effort requires regular planning, purposeful execution, and as assessment of progress to achievement of targeted results.
In the role of Branch Manager, he or she expresses him or herself as a leader by:
- Deciding where the team is headed
- Communicating that vision to them
- Gaining access to information and materials which the team needs to develop skills and talents
- Recognizing problems and seizing opportunities
There is no better way for Branch Mangers to practice management than to identify the talents of their people, and then help them add skills and knowledge. Managers with selling expertise can develop and sustain a high-performance sales culture by guiding their people to use their natural talents and strengths to contribute to business development. Every team member can be a part of the sales team and has unique talents to play a key role in carrying out sales action plans.
The essence of this strategy is do away with the thinking that management responsibilities take away from business development responsibilities and replace that thinking with the concept that managing the team to collectively provide consistent, near-perfect performance to a defined sales plan is indeed insightful leadership.
