Managing branch manager development – skills and situations

Overview

Area managers cannot physically manage 15 to 20 branches but they can manage the performance and effectiveness of each branch manager. Coaching and counselling are important functions of area management but these skills are often misused or not used at all. This has resulted in many unresolved behaviour issues that, in turn, influence not only performance but also team morale and manager credibility.

Effective coaching and counselling by the area manager, conducted early on, minimises longer-term manager performance issues. Managing performance ‘from a distance’ is very challenging and this practical and highly relevant workshop gives area managers the skills to coach and counsel performance and behaviour – effectively and with confidence.

Training objectives

During this workshop, participants will learn how to:
  • Implement a structured approach when addressing behaviour or performance issues
  • Gather the appropriate facts and be able to present them in an objective and professional way
  • Set and agree standards and targets with which to measure performance
  • Conduct a challenging counselling session in a planned, structured and objective way
  • Set clear behaviour/performance-improving objectives
  • Address performance concerns more confidently
  • Manage people performance more professionally

Audience

Soon-to-be-appointed area managers, newly appointed managers, experienced area managers and Training or HR professionals responsible for the development of area managers.

Format

A thoroughly practical, highly participative, one-day workshop, with extensive use of case studies and role-play.

The expert trainer

Tony has been running his very successful consultancy and training organization for more than fifteen years, specialising in retail performance management and management development. Before that he spent fifteen years in various retail operations in senior management roles, including board level. He has a particular expertise in area and branch manager performance. His work focuses on:
  • Succession planning – assessment workshops and support
  • Induction workshops for newly-appointed area managers
  • New area manager development programmes
  • Area manager performance management workshops
  • Refresher workshops for more experienced area managers
  • One-to-one coaching and support on specific objectives / challenges
  • Conference and meeting presentations
  • Supporting Operations Managers / Directors in the management of area manager performance

His client list includes, amongst many others:

Austin Reed • Blackwell’s Bookshops • British Telecom Retail • Burton Group • Cancer Research • Edinburgh Woollen Mills • Vision Express • Alexon • Alliance Unichem International • Barnardo’s • Barratts • DFS Furniture • Gamestation • Holland and Barratt • Matches Fashion • Moss Pharmacy • National/Alamo Car Rentals • One-stop Convenience Stores • Paperchase • Pavers Shoes • PriceLess Shoes • Rayner Opticians • Regis International • Royal Doulton • Southern Co-operatives • Speciality Retail Group • The Entertainer • Waterfields Bakers • Country Casuals • Kookai Fashion • Clarks Shoes • Aptus Personnel • Lyndale Foods • Dunelm Mills • Furniture Village • Moss Bros • Hugo Boss • Clinton Cards

Tony’s workshops get consistently excellent feedback from his clients / participants, eg:

‘Exceeded our expectations.’ Sales Director, Country Casuals

‘The best start they could possibly have.’ Operations Director, Blackwell’s Bookshops

‘At last, a trainer that has earned the right to train in this crucial area.’ Sales Director, Beatties Toys

Workshop outline

  1. Why the need?
    • Benefits of effective coaching and counselling
    • Challenges
    • Key influences
  2. What to do
    • Keeping to a structure
    • Gathering the facts
    • Planning preparing
  3. Coaching and counselling
    • Key activities
    • Key principles – the five-step approach
    • Coaching principles
    • Counselling techniques
  4. Case study 1: Probationary periods
    • Procedures and processes
    • Role-play session
    • Feedback and coaching on the role play
  5. Case study 2: Sickness and absenteeism
    • Record keeping
    • Presenting the case
    • Role-play session
    • Feedback and coaching on the role play
  6. Case study 3: Performance and behaviour
    • Gathering the facts
    • Identifying the problem
    • Role-play session
    • Feedback and coaching on the role play
  7. Setting performance- and behaviour-improving objectives
    • Performance
    • Behaviour
    • Reviewing progress and achievements
  8. Next steps
    • Workshop review
    • Action planning

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