NMP - August 2017 - 34

✒

Branch Managers
Have the Hardest Job
in Our Industry
By Steve Rennie

W

e have heard branch leadership say it many
times over the last 20 years. "How do I
recruit when I'm producing and managing
my team of producers?" You currently
juggle managing relationships with your
trusted referral partners and clients, local
operations staff, as well as your sales team and all the "issues"
that come up on a daily basis. How do you create an executable
recruiting plan that doesn't spin you out of control? The "usual
and customary" answer is to time block, but that is sometimes
easier said than done.
We have said for years that recruiting is a process and not an
event, and this simple statement has been proven as a fact.
Having a relationship established is required if or when someone
you are recruiting begins to seriously evaluate their options for a
change. That is a process that takes time and patience.
The most successful managers balance their current business
with growing (and protecting from normal attrition) their branch
production over time by adding to their team. We have seen this
work with consistent and predictable systems and processes.
But it doesn't stop there. Managers that have success over time
adding and retaining people to their team form habits and
behaviors to support this part of their job and responsibility.
Here are five things you can do to replicate what the pros do.
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34

AUGUST 2017 n National Mortgage Professional Magazine n

NationalMortgageProfessional.com

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Target list: Create a target list for your market. Be prepared
to add and remove (scrub) leads from this list based upon
your Model Match and specific branch/company value
proposition.
Schedule time each week to recruit: Begin with two 30
min. time slots and make sure it is visible on your calendar.
Focus specifically on connecting with new relationships.
Know your USPs and value prop: Communication around
your company value proposition should be consistent with
how your leadership and team tells the story and describes
the Six Core Components of your organization: Business
Model, Leadership, Culture, Operations, Technology and
Geography.
Messages and opener: Have your "new relationship," aka,
cold call message, opener and follow-up message, scripts
down.
Have an accountability partner: Leverage your leadership
to tag team and hold you accountable to the tasks needed
to achieve your goal.

Applying these five aspects into your weekly plan will help you
form habits and behaviors to support the future growth of your
production team-even if you are busy producing and managing
a team. This will only happen when you invest time and do the
work. As always, feel free to contact us with questions or other
tips and techniques on how you can build relationships with
relevant producers in your market ultimately leading to hires

Steve Rennie is Chief Sales Officer with Model
Match Inc., a technology platform and business
plan used internally by sales leaders and
executives at banks and mortgage companies to
grow and retain production organically. He may be
reached by e-mail at
Steve.Rennie@ModelMatch.com.

SPONSORED EDITORIAL

on-the-job stress

continued from page 31

diet and limiting the amount of
caffeine, nicotine, and sugar
promotes health and improves
your ability to handle difficult
situations.

efficiency or productivity
l Self-medication: increased use
of alcohol, tranquilizers, or
other mood altering drugs
l Skipping rest and food breaks

6. Talk to someone: Share your
burden; discuss stressful events
with another person. Often an
associate, friend or Employee
Assistance Program (EAP)
counselor can help you see the
lighter side or offer a fresh
approach to the problem.

Management strategies
Burnout consumes enthusiasm
and cannot be ignored. Here are
some tips for mangers to help
employee stress and burnout.
First, make sure your
employees schedule their
vacation time and actually take
the time off. Don't call them
when they are on scheduled
vacation time!
Second, help employees plan
periodic breaks-maybe walk
around to all your employees
with a bottle of water or an ice
cream bar or a piece candy. It's
a great way to give everyone a
quick mental break and put a
smile on your employees' faces
too.
Third, plan a brown bag lunch.
Have everyone bring their lunch
to a workroom or sectioned off
part of the cafeteria. Lead the
conversation around vacations,
hobbies or light hearted topics.
This is a great way to help your
employees release a little stress,
and keep employees motivated
too.
Fourth, help employees with
good time management skills.
Help them to set realistic project
goals and milestone markers.
Fifth, keep employees in the
loop. Employees like to be
informed with company changes
and progress.
Lastly, rewards. Rewards
include praise, and anything else
that is positive. Employees need
to feel that they are recognized
and valued for their good work.
Personal demands in addition
to on-the-job demands can make
you feel off-balance overly
stressed. By following these tips,
you'll be better equipped to
recognize the symptoms of
stress and avoid job burnout in
the future.

7. Take time for yourself: Take
stress breaks during the day.
Stretch at your desk. Take short
vacations at least twice a year. It
is important to take time off for
yourself especially during
stressful periods.
Symptoms of stress
Are you one of the many
suffering from stress? Below are
some signs to watch for.
Physical symptoms:
l Feeling fatigued, exhausted or
drained
l Irritability or lower tolerance
levels
l Muscle tension, joint aches,
headaches
l Upset stomach or loss of
appetite
l Susceptibility to illness
Emotional symptoms:
l Depression
l Frustration
l Loss of self-esteem
l Feeling "powerless" or
"trapped"
l Anxiety
l Nervousness
Behavioral symptoms:
l Inability to laugh at daily
situations
l Social withdrawal: pulling
away from co-workers, peers,
and family members
l Job performance change:
Increased tardiness,
absenteeism, or increased use
of sick leave, and decreased

Deanne DeMarco, M.A., RCCI is an award-winning
speaker and consultant, specializing in improving teambuilding, decision-making, stress reduction and
communication skills. Deanne is the author of four books,
and her articles have been published in more than 300
trade magazines and professional journals. Her coaching
program won national recognition from "Training
Magazine's Top 100." She may be reached by phone at
(708) 836-0118 or e-mail Deanne@DeanneDeMarco.com.


http://www.NationalMortgageProfessional.com

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