A branch manager recruited peers to become area managers by showing them what was actually possible, not overselling the role. Building relationships and demonstrating leadership value worked better than formal authority or inflated promises about the job.
I remember this moment in my career. I was a branch manager and the company that said, the company that I was with said to me, look, if you can go hire other branch managers, we'll make you an area manager. I was like, great. I'll go hire other branch managers. I remember the tension point showing up on the scene with other branch managers and them kind of being confused. You're a branch manager and you're trying to recruit me to be a branch manager? It was like confusing to them. And the big aha that I had was this, is that if I brought them more value, And they were convinced that I could bring them leadership value to the, to their business, then it didn't matter title. They would still gravitate towards me. And I was able to go get other branch managers that had teams to actually gravitate towards me because my recruiting sequence revealed to them basically more was available. It was the relationship component, like Richard has value to bring me. Some of the problems that we have as an industry is this, is that when we recruit, we typically oversell. And you're up against that as a leader.
