I. Business ability
Unlike top managers who pay more attention to personnel management, network leaders will pay more attention to specific business operations. As the "helmsman" of grassroots outlets, the person in charge must have comprehensive professional banking skills. With this ability, the following employees can be convinced of you. Business ability includes not only the understanding of external macroeconomic environment and market changes, but also the familiarity with various products and attributes of banks. Business ability should also include familiarity with various business management processes at the grass-roots level, such as handling the relationship between business development and risk prevention, and further clarifying the development goals and directions of outlets at the request of higher-level banks.
Second, innovation and adaptability.
One is the ability to innovate. The needs of customers are not static. Based on the existing products and services of the head office and even provincial banks, some innovations are needed to meet the changing specific needs of customers. The person in charge of grass-roots outlets should dare to take risks, formulate new policies, take new measures and try new methods to win more market share.
The second is adaptability. We encounter all kinds of problems every day, such as personnel problems and business problems, which can even be described in various ways. How to deal with these problems step by step is definitely not enough, and the person in charge of the network needs to have the ability to cope. They need to propose flexible and targeted solutions to problems according to each specific situation.
Third, overall planning ability.
"Big marketing tasks need to be completed, small sewer blockages need to be solved, and network leaders need to deal with a lot of work every day." How to deal with large and small problems in a limited time requires the person in charge to have good overall planning ability, so as to grasp the big and let go of the small, and then promote the work in the network in an orderly manner. The person in charge of the network needs to have certain foresight ability, and then make plans and preparations in advance to deal with unexpected situations; The person in charge of the network needs to have good time management skills, prioritize and implement tasks; The person in charge of the network should be able to grasp the core point of the problem, coordinate various resources, and advance the work step by step on the basis of careful arrangement of work; Network leaders should also balance the relationship between vested interests and the long-term development of the network, rather than limiting their horizons to their term of office.
Fourth, responsibility and execution.
In contact with many managers, the first requirement they put forward for the heads of grassroots outlets is "virtue". In fact, responsibility is the most basic requirement of a person's "virtue". As the person in charge of the grass-roots network, we should strictly perform our duties, dare to face the problems in our work, abide by various work systems, follow various work processes, pay attention to the details of the problems, and have a down-to-earth attitude and professionalism.