LONGVIEW, Wash.-Whether the branch handles 4,000 transactions a month or 28,000, what ensures a CU office of any size runs smoothly are clear lines of communication between the manager and staff.
Kathy Miller should know, as just over a year ago she transitioned from managing the small, five-employee Castle Rock office of Red Canoe CU and took over the $590-million credit union's main office with 17 staffers.
"I went from a branch that saw about 4,000 transactions monthly to one with seven times that total. While there certainly are differences in how you run a big and small branch, there are many similarities."
One key aspect of running the business that did that did not change in her move, said Miller, is keeping staff informed. "Employees have to understand what the goals of the credit union are, the goals of the branch, and how they play a role in each. If everyone is pointed in the same direction we are much more likely to achieve our objectives."
Besides morning meetings, Miller sends out a weekly e-mail to her team that shows exactly where the credit union and the branch stand toward goals. "If we have hit a target, I talk about why we were able to do that and mention top performers. I also make sure it is clear exactly what we still need to work on."
The Straightforward Approach
That straightforward communication approach pays dividends in annual reviews and boosts morale, said Miller. "If I do my job, communicating clearly with my team, either in meetings, e-mails or one-to-one, there are no surprises at review time. Employees appreciate that. They know throughout the year how the credit union and branch are doing, how they are doing and where they need to focus."
One of the differences in running a big and small office is that a smaller shop makes it easier for a manager to spot issues, especially on the front line, and then troubleshoot and train. "For example, if someone is having difficulty on the front line, I often hear what is going on and can address it. You learn more about employees' individual needs, their strengths and what they need to work on."
That often led Miller at the Castle Rock location to step right in and work with an employee, or pat them on the back, when an issue arose or someone excelled. "At a larger office you have to pull someone off the line to work with them. It's much harder to do on-the-spot, impromptu recognition or training."
One benefit of the move from away from Castle Rock has nothing to do with branch size, said Miller, who pointed out the main office is located along a beautiful stretch of the Columbia River with Mt. St. Helens as the backdrop. "This is a very beautiful part of the country-when it is not raining."
