Leadership Development Series
TEAM
HUDDLES
Leaders Manual

LoanMe Leadership Development Series - Team Huddles 3
CONTENTS
TEAM HUDDLES OVERVIEW
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
What is a Team Huddle?
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Why is the Team Huddle Important to Me as a Leader?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Learning Objectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Job Aids and Additional Materials. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
THE TRAINING ROADMAP TO SUCCESS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
UNDERSTANDING ROLES AND RESPONSIBILITIES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
The Supervisor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
The Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
The Associate
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
TEAM HUDDLE LEVEL OF RESPONSIBILITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
THE TEAM HUDDLE PROCESS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
TEAM HUDDLE PROCESS - PREPARING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Identify Topic. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Top Performer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Open Space Area Exercise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
PRESENTATION SKILL FUNDAMENTALS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Facilitator Communication Awareness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
The Voice
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Body Language. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Nerves. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Key Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
CHECK POINT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
TEAM HUDDLE PROCESS - PLANNING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
The Huddle Planner. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
TEAM HUDDLE PROCESS - FACILITATING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Discussion Topic. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Discussion Topic Practice/Exercise #1: Opening your Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
ACCENTUATE THE POSITIVES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Accentuate the Positives Discussion/Exercise #2. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
CHECK FOR UNDERSTANDING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Asking Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Active Listening. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Listening vs. Hearing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Check for Understanding Discussion/Exercise #3
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
POSITIVE CLOSE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Department Standings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Positive Close Discussion/Exercise #4. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
TEAM HUDDLE PROCESS – FACILITATING OVERVIEW. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
TEAM HUDDLE PROCESS – FOLLOW-UP
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Action Items. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Lessons Learned. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Concerns. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Calibrate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
COMMUNICATION DYNAMICS RESPONSE MODEL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
FINAL ASSIGNMENT – PLANNING AND FACILITATING A TEAM HUDDLE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
TEAM HUDDLE QUICK REFERENCE GUIDE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

LoanMe Leadership Development Series - Team Huddles 5
Welcome to our Leadership Development Series on
Team Huddles. This workshop is intended for Leaders who
supervise and manage teams. The workshop uses team
activities such as role-playing exercises, discussions, and
demonstrations to to convey and explain concepts related
to Team Huddles.
WHAT IS A TEAM HUDDLE?
A Team Huddle is a management communication tool
defined as an energized daily “stand-up” meeting. It is
focused on one specific topic with the purpose to drive
Associate performance.
WHY IS THE TEAM HUDDLE
IMPORTANT TO ME AS A LEADER?
Team Huddles provide leaders of the organization with
an opportunity to communicate with their teams. Leaders
hold the responsibility of providing vision, inspiration and
motivation for those being led. Using a Team Huddle as a
communication tool increases Associate productivity by
redirecting undesired behavior. Effective Team Huddle
communication enables Associates to ask questions, receive
clarity and accomplish their daily task with clear steps to
achieve their goals.
A Team Huddle is a great way to ensure that all Associates
on your team are working on the right things, are aware
of how their work impacts their individual and team
performance, and feel supported by the leadership team.
The Leadership Development Series is brought to you
by the Leadership Committee and Executive Sponsors:
Executive Sponsors:
Louis Ochoa
Cesar Guzman
Steve Klopstock
Leadership Committee:
Star Silverthorne
Andrew Coffey
Sean Bennett
John Sennett
Lance Knox
Adrian Cabrera
Corrie Woolcott
Thomas Von Eschen
Robert Caracciola
Alex Bulaon
TEAM HUDDLES OVERVIEW

6 LoanMe Leadership Development Series - Team Huddles
LEARNING OBJECTIVES
Leaders will be able to successfully:
Ÿ
Ÿ Fully Complete a Team Huddle Planner (Prepare, Plan
and Facilitate).
Ÿ
Ÿ Understand the Team Huddle process.
Ÿ
Ÿ Leverage the Presentation Skill Fundamentals to
facilitate and manage a Team Huddle.
Ÿ
Ÿ Incorporate employee recognition to build
positive relationships.
Ÿ
Ÿ Assess your soft skills and become more aware of
how to facilitate Team Huddles.
Ÿ
Ÿ Take action steps to practice on your way to becoming
a Team Huddle expert.
JOB AIDS AND
ADDITIONAL MATERIALS
TEAM HUDDLE PLANNER
This job aid was created to help you PLAN and DELIVER your
daily Team Huddle. By the end of the workshop, you will be
able to understand the four step process and complete each
section with confidence. Refer to this job aid as a guideline
until you master it.
LEADERSHIP DEVELOPMENT KIT
These are supplemental materials in addition to your
Leaders Manual. Refer back to Leadership Development Kit
to complete discussions and exercises.
NOTES:

LoanMe Leadership Development Series - Team Huddles 7
UNDERSTANDING ROLES
AND RESPONSIBILITIES
Ÿ
Ÿ The Supervisor’s Role
Ÿ
Ÿ The Manager’s Role
Ÿ
Ÿ The Associate’s Role
THE FOUR STEP
TEAM HUDDLE PROCESS
Ÿ
Ÿ Step 1 - Preparing
Ÿ
Ÿ Step 2 - Planning (Team Huddle Planner)
Ÿ
Ÿ Step 3 - Facilitating
Ÿ
Ÿ Step 4 - Follow-Up
INTRODUCING PRESENTATION
SKILLS FUNDAMENTALS
Additional leadership communication tools:
Ÿ
Ÿ Facilitator Awareness
Ÿ
Ÿ Voice
Ÿ
Ÿ Body Language
Ÿ
Ÿ Nerves
Ÿ
Ÿ Active Listening
PRACTICAL SKILL BUILDING
Ÿ
Ÿ Knowledge
Ÿ
Ÿ Skill
Ÿ
Ÿ Abilities
NOTES:
THE TRAINING ROADMAP TO SUCCESS
By the completion of this workshop you will be expected to be able to PREPARE, PLAN, FACILITATE and leverage PRESENTATION
SKILL FUNDAMENTALS to effectively conduct a Team Huddle. We have laid out a Training RoadMap to lead you to Success and
build your skills in each of the following areas.
Roles and
Responsibilities
Team Huddle
Process Practical
Skill Building
Presentation
Skills

8 LoanMe Leadership Development Series - Team Huddles
UNDERSTANDING ROLES AND RESPONSIBILITIES
The Supervisor, Manager and Associate are all involved in the Team Huddle process.
THE SUPERVISOR
Supervisors focus on four objectives:
1. Discuss and communicate team challenges and relevant performance topics.
2. Recognize Associates doing things right by Accentuating the Positives.
3. Help Associates understand what’s expected of them (knowledge, skills, and abilities).
4. Drive performance by boosting Associate morale.
PHASE WHAT HOW
Preparing
Identify
Topic
• Managers will provide Supervisors with the topic of discussion.
• Understand the topic thoroughly before delivering the topic.
• Ask your Manager questions when things are unclear.
• Other options include selecting a topic from the Resource Library.
Top
Performer
• Review all Associate KPI’s and examine at all the data.
• Identify an Associate who thoroughly exhibits the desired behavior you are seeking to spotlight.
• Think of good performance examples to highlight in your Team Huddle.
Logistics
• Schedule and coordinate your Team Huddle.
• Locate an open space to deliver your Team Huddle.
Planning
Team Huddle
Planner
• Completing your Team Huddle Planner
Facilitating
Discussion
Topic
• Introduce your topic by telling your associate what we are going to cover.
• Articulate the message you are trying to convey.
• Maintain a high energy level and follow a steady pace.
Accentuate
the Positives
• Establish a connection between your topic and your top performer achieving success.
• State exactly how the top performer got there by citing one or several performance examples.
(What does success look like for your team?)
• Have the top performer provide additional information, if anything is missed.
• Whale Done! Philosophy
• Each Team Huddle must incorporate this positive relationship building philosophy by acknowledging
and praising positive behavior.
• Use this approach when you identify and recognize top performers with tangible KPI metrics.
Check for
Understanding
• Do your Associates get the message?
• Read body language: Look for facial expressions or other body gestures for signs of discomfort.
• Ask open-ended questions.
• Ask for examples of how they intend to achieve success.
• Re-iterate your message.
Positive Close
• Discuss department highlights.
• Talk about on-going or new daily/weekly contests.
• Stay upbeat and positive when you encourage your team.
Follow-Up
Action Items
• Completion Summary email.
• Follow-up on questions.
Lessons
Learned
• Did you learn any new information from you Associates?
• What worked well during the Team Huddle?
• Any room for opportunities?
Concerns
• Address any Associate issues or questions.
• Conduct Associate Re-direction.

LoanMe Leadership Development Series - Team Huddles 9
UNDERSTANDING ROLES AND RESPONSIBILITIES
THE MANAGER
Manager’s focus on three objectives:
1. Strategize on Team Huddle topics and process when needed.
2. Drive the Team Huddle department strategy.
3. Provide a collaborative environment to share Next Step and discuss opportunities.
PHASE WHAT HOW
Preparing
Identify
Topic
• In most cases, the Manager will provide the Supervisor with the topic of discussion.
• Manager supports Supervisor with any additional information and is made available to
answer questions.
• Managers can access and select the Topic from the Resource Library.
Follow-Up
Action Items
• Ensure completion summary email is received from the Supervisor.
• Follow-up on questions from the Supervisor.
Lessons
Learned
• Opportunity to collaborate best business practices with other Supervisors.
• Any room for opportunities?
Concerns
• Follow-up on and assist in addressing issues or questions.
• Provide support with Associate Re-direction.
THE ASSOCIATE
Associate’s area of focus during Team Huddles:
1. Attend the Team Huddle.
2. Participate by actively listening and asking questions.
3. Follow meeting ground rules.
4. Collaborate and share best practices.
5. Execute on deliverables.
NOTES:

10 LoanMe Leadership Development Series - Team Huddles
TEAM HUDDLE LEVEL OF RESPONSIBILITY
SUPERVISOR
ASSOCIATE
MANAGER

LoanMe Leadership Development Series - Team Huddles 11
STEP 1 - PREPARING
(SUPERVISOR AND MANAGER COLLABORATE)
Ÿ
Ÿ Identify Topic (Manager)
Ÿ
Ÿ Top Performer
Ÿ
Ÿ Logistics
STEP 2 - PLANNING (SUPERVISOR)
Ÿ
Ÿ Complete Team Huddle Planner
STEP 3 - FACILITATING (SUPERVISOR)
Ÿ
Ÿ Discussion Topic: Opening, Introduction and Delivery
Ÿ
Ÿ Accentuate the Positives: Recognizing Top Performers
Ÿ
Ÿ Check for Understanding: Drive Desired Behavior ask
Follow-up Questions
Ÿ
Ÿ Positive Close: Department Standings and Simplify
the Numbers
STEP 4 - FOLLOW-UP
(SUPERVISOR AND MANAGER COLLABORATE)
Ÿ
Ÿ Action Items
Ÿ
Ÿ Lessons Learned
Ÿ
Ÿ Concerns
Ÿ
Ÿ Calibrate Supervisors on Best Practices
NOTES:
THE TEAM HUDDLE PROCESS
The Team Huddle Flow is divided into four steps. Each step has its own primary area of focus. They are interrelated strategically
with one another to ensure fluidity and are summarized as follows:
Step 1:
Preparing Step 2:
Planning
Step 4:
Follow-Up
Step 3:
Facilitating

12 LoanMe Leadership Development Series - Team Huddles
IDENTIFY TOPIC
Ÿ
Ÿ Manager will provide you with your area of focus i.e.
Conversion, Bridging, Contact, etc.
§
§ Monday’s and Wednesday’s
Ÿ
Ÿ Understand the topic thoroughly before delivering
the topic.
Ÿ
Ÿ Ask your Manager questions when things are unclear.
Ÿ
Ÿ Other options include selecting a topic from the
Resource Library.
§
§ Typically on Friday’s
Ÿ
Ÿ When a topic has not been provided to you by your
Manager, collaborate when necessary in identifying a
topic of discussion.
TOP PERFORMER
Ÿ
Ÿ What story is the data telling you? Review all Associate
KPI’s (Reports) and examine all the data.
Ÿ
Ÿ Identify an Associate who thoroughly exhibits the
desired behavior you are seeking to spotlight.
Ÿ
Ÿ Think of good performance examples to highlight that
are most relevant to your topic.
LOGISTICS
Ÿ
Ÿ Schedule
§
§ Completed early on during the shift.
§
§ Scheduled on Monday’s, Wednesday and
sometimes Friday’s (per business need).
§
§ Coordinate with other Supervisors to ensure
adequate shift coverage and no overlap.
§
§ Must not occur during dialer passes.
§
§ Last no longer than 10–12 minutes.
Ÿ
Ÿ Open Space:
§
§ Find an open space to hold your Team Huddle.
NOTES:
TEAM HUDDLE PROCESS - PREPARING
BEST PRACTICES
Ÿ
Ÿ When seeking to spotlight an Associate:
§
§ Select an Associate that has the most balanced
performance, look at all the KPI’s not just one.
§
§ Use an example from a top performer that
will help tie in your message with your Topic
of Discussion.
§
§ Become an expert at analyzing KPI’s within the
various reports.
BEST PRACTICES
Ÿ
Ÿ If a manager has not given you a topic of discussion,
be pro-active and communicate with your Manager.
Ÿ
Ÿ If you don’t understand the topic and key
challenges your team is experiencing, ask your
Manager questions until it makes sense.
BEST PRACTICES
Ÿ
Ÿ If you are still unclear or have questions, seek
input from your Manager.
Ÿ
Ÿ If you include handouts, print and bring
enough copies.

LoanMe Leadership Development Series - Team Huddles 13
TEAM HUDDLE PROCESS - PREPARING
OPEN SPACE AREA EXERCISE
Review the pictures below. Which picture would you consider to be an appropriate open space for holding a Team Huddle?
Circle YES, if you feel it is appropriate. Circle NO, if you feel it is an inappropriate and then explain why.
YES OR NO AND WHY?
____________________________________
____________________________________
____________________________________
YES OR NO AND WHY?
____________________________________
____________________________________
____________________________________
YES OR NO AND WHY?
____________________________________
____________________________________
____________________________________
YES OR NO AND WHY?
____________________________________
____________________________________
____________________________________
YES OR NO AND WHY?
____________________________________
____________________________________
____________________________________
YES OR NO AND WHY?
____________________________________
____________________________________
____________________________________

14 LoanMe Leadership Development Series - Team Huddles
PRESENTATION SKILL FUNDAMENTALS
Let’s cover some presentation skill basics to help you prepare, facilitate, and manage your Team Huddles. Once you learn and
practice these fundamental skills you will be able to bring your personal element to every session. This will result in feeling even
more capable and comfortable with the process.
NOTES:
A
W
A
R
ENESS
N
E
R
VES VO
I
C
E
BODY LA
N
G
U
A
G
E
PRESENTATION
SKILLS

LoanMe Leadership Development Series - Team Huddles 15
PRESENTATION SKILL FUNDAMENTALS
FACILITATOR COMMUNICATION AWARENESS
When it comes to facilitating a team Huddle, we all have different communication styles. Our style and tendencies become very
apparent to our Associates because Team Huddles are Supervisor driven and it puts a spotlight on us.
Great Facilitators become self-aware of their own communication style and are able to adapt with their audience because they
understand themselves and react accordingly.
Once you become aware of your own Facilitator communication style, you can begin to work on building your strengths and
mitigating your weaknesses. To help you gain a better understanding about yourself, read the Facilitator scenarios below
and answer the questions.
THREE DIFFERENT FACILITATOR COMMUNICATION STYLES:
FACTUAL - DATA DRIVEN DECISIVE - QUICK TO ACT FRIENDLY - SOCIALIZER
This Facilitator keeps a tight schedule,
leverages facts to prove his/her point
(may include KPI’s and metrics). Very
process driven, follows the workshop
agenda, all breaks follow a rigorous
schedule. Sometimes there is no
spontaneity in the workshop.
This Facilitator keeps a very tight
schedule, starts on time, moves at
a fast pace and promptly answers
questions in a concise and direct
manner. She or he precisely follows
the agenda and does not deviate from
the plan. Likes to get things done and
the workshop ends on time.
This Facilitator greets everyone at
the door, has high energy and enjoys
talking about sports, the weather,
and travelling. Good at reading body
language and answers questions with
stories, feeling and emotion.
Identify Facilitator strengths and weaknesses for each of the three communication styles:
Factual - Data Driven
Strengths: _____________________________________________________________________________________________________________________________________
Weaknesses: ___________________________________________________________________________________________________________________________________
Decisive - Quick to Act
Strengths: _____________________________________________________________________________________________________________________________________
Weaknesses: ___________________________________________________________________________________________________________________________________
Friendly - Socializer
Strengths: _____________________________________________________________________________________________________________________________________
Weaknesses: ___________________________________________________________________________________________________________________________________
NOTES:

16 LoanMe Leadership Development Series - Team Huddles
PRESENTATION SKILL FUNDAMENTALS
COMMUNICATION PERCEPTION:
FACILITATOR COMMUNICATION AWARENESS HELPS WITH:
Ÿ
Ÿ Becoming more aware of our own tendencies so we can adapt our facilitation style.
Ÿ
Ÿ Implementing a diversified communication strategy that best suits all my Associates.
Ÿ
Ÿ Understanding my own body language, so I can pro-actively make necessary adjustments to better communicate.
Ÿ
Ÿ Leveraging my Facilitator strengths and understanding my weaknesses.
FACILITATOR COMMUNICATION AWARENESS ACTION PLAN:
List your perceived strengths as a Facilitator, what works well for you or what comes easy to you?
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
List your perceived weaknesses as a Facilitator, what does not work well for you or what is difficult for you?
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
What can I do to have more Facilitator Communication Awareness?
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
The Way It Is
The Way I See It The Way You See It
Communication

LoanMe Leadership Development Series - Team Huddles 17
THE VOICE
The voice is probably the most valuable tool of the Facilitator.
It carries most of the content that your team will take away
during the Team Huddle. It’s always easier for us to observe
other Facilitators and tell them what’s wrong with their voice
(e.g. too fast, too soft etc.). The hard part of facilitating is
listening to ourselves and being able to recognize mistakes
and make those necessary adjustments to make the
presentation successful.
There are four main categories used to define vocal
qualities. You will need to master all four to become an
effective Facilitator.
The first basic fundamental skill is The VOICE. Let’s review
some of the characteristics to gain a better understanding
on how to integrate these skills while presenting.
VOLUME
How loud the sound is. The goal is to be heard without
shouting. You will lower your voice to draw the audience in
and raise it to make a point. You want to draw your audience
in when you recognize and reward an Associate for their
top performance.
TONE (FEATURES OF THE SOUND)
A Supervisor who is unsure or hesitant when recognizing
an Associate for their performance might sound unsteady
or unsure. That’s why it is important to have a firm tone
when conveying your message. You always want to sound
believable and credible.
Voice Tone Examples:
Ÿ
Ÿ Loud
Ÿ
Ÿ Quiet
Ÿ
Ÿ Hard
Ÿ
Ÿ Soft
PITCH
The pitch of the voice is defined as the “rate of vibration of
the vocal chords.” We are born with the voice we have and
women generally have higher voices than men do. Women
tend to have higher voices because they have shorter vocal
cords. The length and thickness of the vocal cords affect
one’s pitch. The pitch of someone’s voice can also be
affected by emotions, moods and inflection. Interestingly,
our emotions can also affect the pitch of our voices.
Example: When people become frightened or excited, the
muscles around the voice box (or larynx) contract, putting
strain on the vocal cords, making the pitch higher.
PACE
This is how long the sound lasts. Talking too fast causes
the words and syllables to be short, while talking slowly
lengthens them. Varying the pace helps maintain the
audience’s interest. You are going to want to slow down
when you discuss key challenges with your team and when
you answer questions. This ensures everyone understand
and it avoids being repetitious.
BODY LANGUAGE
Your body communicates different impressions to the
audience. People not only listen to you, they also watch you.
Slouching tells them you are indifferent or you do not care,
even though you might care a great deal! On the other hand,
displaying good posture tells your audience that you know
what you are doing and you care deeply about it. Also, a good
posture helps you to speak more clearly and effectively.
As a Facilitator, be conscientious of the following:
EYE CONTACT
This helps regulate the flow of communication. It signals
interest in others and increases your credibility. Making eye
contact in the opening statement of your Team Huddle opens
the flow of communication and conveys interest, concern,
warmth, and credibility.
What Not to Do:
Ÿ
Ÿ Looking at only one Associate during the Team Huddle
presentation, may make them feel uncomfortable
or targeted.
Ÿ
Ÿ Rolling your eyes at an Associate as they provide a
lengthy to answer to an open-ended question you asked
during the Team Huddle. Avoid rolling your eyes as it can
be perceived as unprofessional.
POSTURE AND GESTURES
You communicate numerous messages by the way you talk
and move. A lively speaking style captures attention, makes
the content more interesting, and facilitates understanding.
Ÿ
Ÿ What does your body language convey?
Ÿ
Ÿ Are you aware of your tendencies?
PRESENTATION SKILL FUNDAMENTALS

18 LoanMe Leadership Development Series - Team Huddles
BODY LANGUAGE (CONTINUED)
What Not to Do
Ÿ
Ÿ Avoid crossing your arms, as it may be perceived as
closed minded and unapproachable.
Ÿ
Ÿ Placing your hands behind your back.
§
§ Instead, project confidence and use your hands to
accentuate your message.
WORKING THE GROUP
Have you ever heard someone refer to their need for
“Personal Space?” Have you ever started to feel uncomfort-
able when someone stands just a little too close to you?
In a Team Huddle the Facilitator is the center of attention.
Position yourself so that everyone can see your face. This
will allow you to make eye contact with them. Keep a Social
Distance of 4 to 12 feet between you and your team so you
do not have to shout. Avoid being rigid or stiff as you may
come across as nervous or uninterested.
PERSONAL SPACE FOR SOCIAL INTERACTION
Optimum for Team Huddles:
Ÿ
Ÿ The typical social distance is 4 to 12 feet. This level of
physical distance is often used with individuals who are
acquaintances. With someone you know fairly well,
such as a co-worker you see several times a week,
you might feel more comfortable interacting at a
closer distance.
NERVES
We all have nerves and it’s natural, so remember to breathe
and try to relax. The main enemy of any Facilitator is tension,
which impacts the voice, posture, and spontaneity. When
adrenaline starts to kick in we start to deal with “fight or flight.”
Instead of fighting nerves, welcome and acknowledge them.
This practice will make them less of an obstacle to overcome.
Tension can be reduced by performing some
relaxation exercises:
Ÿ
Ÿ Mental Visualization: Before the Team Huddle, visualize
the meeting area, audience, and yourself presenting.
Mentally go over what you are going to do or say from
the moment you start to the end of the huddle.
Ÿ
Ÿ During the Team Huddle, take a moment to yourself,
drink water, take a deep breath, and pace yourself.
Concentrate on relaxing the tensest part of your body.
Stay positive and keep silently saying to yourself, “I can
do this”!
Ÿ
Ÿ Channel your energy into concentration and
expressiveness with your voice and body language.
KNOW that…
Ÿ
Ÿ Anxiety and tension is not as noticeable to the audience
as it is to you.
Ÿ
Ÿ The best Facilitators make mistakes. The key is to
continue on after you make the mistake.
Ÿ
Ÿ The more you practice the more comfortable
you become.
PRESENTATION SKILL FUNDAMENTALS
1½’
intimate casual
Distance (feet)
social
TEAM
HUDDLES
public
4’ 12’

LoanMe Leadership Development Series - Team Huddles 19
KEY HIGHLIGHTS
FACILITATOR COMMUNICATION AWARENESS
Ÿ
Ÿ Be aware of your own facilitation style and adjust
as needed.
Ÿ
Ÿ Communicate to ensure that all your Associates are
on the same page.
Ÿ
Ÿ Be pro-active and avoid negative body language
tendencies.
Ÿ
Ÿ Leveraging you strengths and understanding your
weaknesses.
THE VOICE
Ÿ
Ÿ Maintain a good balance between your Volume, Tone,
Pitch and Pace.
BODY LANGUAGE
Ÿ
Ÿ Your body communicates different impressions to the
audience. People not only listen to you, they also watch
you. Be conscientious of the following:
Ÿ
Ÿ Eye Contact
Ÿ
Ÿ Facial expressions
Ÿ
Ÿ Posture
Ÿ
Ÿ Gestures
PERSONAL SPACE FOR SOCIAL INTERACTION
Ÿ
Ÿ A Social Distance of 4 to 12 feet between you and your
team is the optimum for facilitating a Team Huddle.
NERVES
Ÿ
Ÿ We all have nerves and it’s natural, so remember to
breathe and try to relax.
Ÿ
Ÿ Anxiety and tension is not as noticeable to the audience
as it is to you.
Ÿ
Ÿ Acknowledge you have nerves it will help you rise above it!
PRESENTATION SKILL FUNDAMENTALS
CHECK POINT
Record some of your thoughts and or key insights on what you learned about Presentation Skill Fundamentals.
INSIGHTS OR AHA MOMENTS?
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________

20 LoanMe Leadership Development Series - Team Huddles
TEAM HUDDLE PROCESS - PLANNING
THE HUDDLE PLANNER
DISCUSSION TOPIC
Introduce Your Topic.
ACCENTUATE THE POSITIVES – TOP PERFORMERS
Who Do I Spotlight?
What Did They Accomplish?
How Did They Do It?
CHECK FOR UNDERSTANDING
Open-ended Questions
POSITIVE CLOSE
Discuss Department Standings - Are we on Goal or Pace?
Simplify And Breakdown the Numbers.

LoanMe Leadership Development Series - Team Huddles 21
DISCUSSION TOPIC PRACTICE/EXERCISE #1: OPENING YOUR INTRODUCTION
INSTRUCTIONS
Ÿ
Ÿ Read the scenario provided to you by the Facilitator – Refer to PowerPoint slide.
Ÿ
Ÿ Answer the question below in your workbook.
Ÿ
Ÿ Plan to provide a short synopsis of your thoughts during debrief.
REFER BACK TO THE POWERPOINT SLIDE.
My Topic of Discussion is: ____________________________________________________________________________________________________________________
Based on the scenario provided to you how will you OPEN and INTRODUCE your Team Huddle? In the space below, write a short
Opening and Introduction to your Team Huddle.
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
DISCUSSION TOPIC
Introduce Your Topic.
DISCUSSION TOPIC
BEFORE YOU GET STARTED
Ÿ
Ÿ Gather your Associates to an open area on the floor.
Ÿ
Ÿ Position yourself at “Social Distance.”
Ÿ
Ÿ Gain their attention with eye contact.
Ÿ
Ÿ Project a firm voice.
Ÿ
Ÿ Transition to the Introduction.
INTRODUCE YOUR TOPIC
Ÿ
Ÿ Open and lead the meeting by introducing your topic
with high energy, eye contact and follow a steady pace.
Ÿ
Ÿ Discuss specific key challenges your team is facing
(be specific to the topic of discussion).
Ÿ
Ÿ Provide some tips and insights on what to do to
overcome these key challenges. (be specific)
Ÿ
Ÿ Transition to “Accentuate the Positives.”
§
§ “and somebody that has good (list topic) is
Associate X, I have listened to some of his/her
monitors and one thing he/she does really well is…
(provide concrete examples).”
TEAM HUDDLE PROCESS - FACILITATING
BEST PRACTICES
Ÿ
Ÿ In the Delivery of your message, provide examples
of your key challenge(s).
§
§ Give specific examples
§
§ Avoid referencing Associates with
performance issues.
Ÿ
Ÿ Read body language, what is it telling you?
Ÿ
Ÿ If you’re unsure about the key challenges you
have identified. Consult your manager to gain
more insight.

22 LoanMe Leadership Development Series - Team Huddles
ACCENTUATE THE POSITIVES
Ÿ
Ÿ Transition statement to “Accentuate the Positives.”
§
§ “Somebody that has good conversion is Associate X,
I have listened to some of his monitors and one thing
he does really well is…”
Ÿ
Ÿ Establish a connection between your topic and your top
performer achieving success.
Ÿ
Ÿ State exactly how the top performer got there by citing
one or several performance examples.
Ÿ
Ÿ Give the top performer an opportunity to provide
additional examples.
Ÿ
Ÿ Thank Associate for their feedback.
Ÿ
Ÿ Transition to Check for Understanding.
§
§ “Does anyone have any questions about what was
said? Is everyone comfortable with the topic of dis-
cussion today?” Go around the group and check-in.
WHALE DONE! PHILOSOPHY
Ÿ
Ÿ Use this approach when you identify, acknowledge and
recognize top performers. Each Team Huddle should
incorporate this positive relationship building philosophy.
BEST PRACTICES
Ÿ
Ÿ Praise publicly and reprimand in private.
Ÿ
Ÿ Don’t hesitate to ask questions, this is your
opportunity to make sure everyone is on the
same page. Be firm but don’t put anyone on
the spot either.
Ÿ
Ÿ When selecting an Associate to praise as a top
performer, review all their KPI’s to ensure you
have the whole story. You want to be credible,
so do your due diligence!
ACCENTUATE THE POSITIVES DISCUSSION/EXERCISE #2
INSTRUCTIONS
Ÿ
Ÿ Take out the Report KPI Sample packet from your Leadership Development Kit. Your kit includes a Customer Service and
Collection sample.
Ÿ
Ÿ Review the Report(s) and all individual KPI’s.
Ÿ
Ÿ Read and answer the questions below.
Ÿ
Ÿ Partner-up with a colleague and discuss your findings.
Ÿ
Ÿ Plan to provide a short synopsis of your thoughts and discuss during debrief.
ACCENTUATE THE POSITIVES – TOP PERFORMERS
Who Do I Spotlight?
What Did They Accomplish?
How Did They Do It?

LoanMe Leadership Development Series - Team Huddles 23
ASKING QUESTIONS
Ÿ
Ÿ Transition to Check for Understanding.
§
§ “Does anyone have any questions about what was
said? Is everyone comfortable with the topic of
discussion today?” Go around the group and check-in.
Ÿ
Ÿ Read body language, did your Associates get
the message?
Ÿ
Ÿ Look for facial expressions or other body gestures for
signs of discomfort.
Ÿ
Ÿ Ask other open-ended questions if needed.
Ÿ
Ÿ If necessary, invite the Top Performer to add more
detail .Transition into the Positive Close.
§
§ Discuss department KPI’s/ standings.
OPEN AND CLOSED QUESTIONS
A closed question usually receives a single word or very short,
factual answer. For example, “Are you busy?” The answer is
“Yes” or “No.”
Open questions elicit longer answers and are the preferred
method to use in Team Huddles. They usually begin with what,
why, how. An open question asks the Associate for his or her
knowledge, opinion or feelings. “Tell me” and “describe” can
also be used in the same way as open questions. In the Team
Huddle you want to use open-ended questions strategically.
Here are some good open-ended question examples.
Ÿ
Ÿ What else do we need to do to make this a success?
Ÿ
Ÿ Why is _________________________ important?
Ÿ
Ÿ How is it going to get to goal?
Closed questions are good for keeping the conversation
short and getting a quick answer:
Ÿ
Ÿ Checking for Associate understanding: “Did you ask for
the Source of Funds?”
Ÿ
Ÿ Concluding a discussion or making a decision: “Now we
know the facts, are we all in agreement that this is the
right course of action to take?”
Ÿ
Ÿ Frame setting: “Are you happy with the example we
just provided?”
BEST PRACTICES
Ÿ
Ÿ Find the right balance of open and closed-ended
questions.
TOP PERFORMER QUESTIONS – REFER BACK TO YOUR KPI SAMPLE PACKET
1. Read the KPI’s, what are they telling you, what jumps out at you at first glance?
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
2. What are some areas of concern? List specific performance high and low examples.
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
3. Which Associate(s) are performing at a high level? Explain why.
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
4. Based on all your KPI’s, which top performer would you select to spotlight and why?
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
CHECK FOR UNDERSTANDING

24 LoanMe Leadership Development Series - Team Huddles
ACTIVE LISTENING
In a Team Huddle you will be doing most of the talking.
However, when your Associates ask probing questions
during Check for Understanding you will need to apply
these active listening tips to ensure you provide the
appropriate feedback. Good leaders not only inform
their team, they also listen to them!
THE 80/20 RULE
The 80/20 rule dictates that good communication is about
spending a majority of your time listening and minority of
your time talking. When communicating with your Associates
it is very easy to break the 80/20 rule and to talk more than
you listen especially during your Team Huddle.
It requires that you engage your Associates in dialogue
and wherever possible, you facilitate a discussion where the
Associate reaches the right conclusions.
4 TIPS FOR ACTIVE LISTENING
Ÿ
Ÿ Let them finish—listen to everything they say—
do not interrupt.
Ÿ
Ÿ Paraphrase what they said.
Ÿ
Ÿ Understand the non-verbal signs.
Ÿ
Ÿ Use open-ended questions to follow-up to gain better
insight or to clarify the question.
LISTENING VS. HEARING
Listening means you are paying attention to what your reps are
saying, how they are saying it and their body language. Hearing
is referring to you hearing sounds. Effective listening requires
concentration and you will utilize your other senses not just
hearing their words, but picking up on their non-verbal cues
too. In order to fully listen to the associate you must put all
other things out of your mind. The human mind can become
easily distracted, but it is important that you are 100% focused
on what your associate is saying during these sessions.
Non-Verbal - Watching for non-verbal cues is important.
You will need to listen with your eyes too. With these face-to-
face interactions you should be able to detect enthusiasm,
frustration, or irritation very quickly by the expression in the
associate’s eyes. These are clues that must not be ignored.
Words only convey a fraction of the message the associate is
trying to communicate to us. Wait for your associate to pause
to ask clarifying questions.
CHECK FOR UNDERSTANDING
BEST PRACTICES
Ÿ
Ÿ Remove distractions – don’t fidget with papers,
pens, or look out the window. Doing those
things shows the employee that you are not
engaged in the conversation.
Ÿ
Ÿ Be patient with pausing. Just because the
associate has paused, doesn’t mean they are
done expressing their concerns.
CHECK FOR UNDERSTANDING DISCUSSION/EXERCISE #3
INSTRUCTIONS
Ÿ
Ÿ Using the previous scenario from Discussion Topic Practice Exercise #1 (see PowerPoint).
Ÿ
Ÿ Think of several open-ended questions to ensure your team understands the message you delivered.
Ÿ
Ÿ Answer the questions below in your workbook.
Ÿ
Ÿ Plan to provide a short synopsis of your thoughts and discuss during debrief.
CHECK FOR UNDERSTANDING
Open-ended Questions

LoanMe Leadership Development Series - Team Huddles 25
CHECK FOR UNDERSTANDING QUESTIONS
1. Based on the scenario you have been provided; create three OPEN-ENDED questions you would ask to help
draw out information from your team.
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
2. Provide two CLOSED-ENDED questions. When and how would you use this type of question?
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
DEPARTMENT STANDINGS
Ÿ
Ÿ Transition into the Positive Close.
§
§ Discuss department KPI’s/standings.
§
§ Discuss if you are on goal or pace.
Ÿ
Ÿ Talk about on-going or new daily/weekly contests.
BREAKDOWN THE NUMBERS
Ÿ
Ÿ Simplify and breakdown the number into
attainable amounts.
Ÿ
Ÿ Stay upbeat and positive when you encourage
your team before sending them off.
Ÿ
Ÿ Adjourn the Team Huddle.
POSITIVE CLOSE DISCUSSION/
EXERCISE #4
INSTRUCTIONS
Ÿ
Ÿ Read the scenario below.
Ÿ
Ÿ Answer the questions below in your workbook.
Ÿ
Ÿ Plan to provide a short synopsis of your thoughts and
discuss during debrief.
SCENARIO
Ÿ
Ÿ Department is $350,000 away from goal.
Ÿ
Ÿ You have $430,000 in pending promises.
Ÿ
Ÿ Current kept rate 55%.
Ÿ
Ÿ 2 days remaining until End of Month.
Ÿ
Ÿ 15 Collectors in the department.
Ÿ
Ÿ Average balance of $3100.
POSITIVE CLOSE QUESTIONS –
REFER BACK TO THE SCENARIO
1. Based on the scenario you have been provided, how could
you communicate a simplified breakdown of the numbers?
Does your message convey an attainable goal?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
2. Discuss and debrief your answers.
POSITIVE CLOSE
BEST PRACTICES
Ÿ
Ÿ Motivate (boost Associate morale).
Ÿ
Ÿ Drive performance with positive encouragement.
POSITIVE CLOSE
Discuss Department Standings -
Are we on Goal or Pace?
Simplify and Breakdown The Numbers.

26 LoanMe Leadership Development Series - Team Huddles
TEAM
HUDDLES
10 MIN.
S
T
A
R
T
E
N
D 1
3
4 2
Select
Topic for
Discussion
Reward
Recognize
Check for
Understanding
KSA
Motivate
Drive
Performance
Boost Morale
Build Relationships
Ask Q’s
Goals
Individual
Team
Link Topic
Top Performers
Clear
Concise
Accentuate
Positives
Communicate
Key Challenges
TEAM HUDDLE PROCESS –
FACILITATING OVERVIEW

LoanMe Leadership Development Series - Team Huddles 27
TEAM HUDDLE PROCESS – FOLLOW-UP
ACTION ITEMS
Ÿ
Ÿ Send a completion email to the Department Manager once the Team Huddle has been delivered.
§
§ Notify Manager you completed the Team Huddle.
Ÿ
Ÿ Follow-up on any Associate questions that you need to answer from the Team Huddle.
LESSONS LEARNED
Ÿ
Ÿ Did you learn any new information from your Associates?
Ÿ
Ÿ What worked well during the Team Huddle?
Ÿ
Ÿ Any room for opportunities?
CONCERNS
Ÿ
Ÿ Always seek your Manager if you are unsure about how to proceed.
Ÿ
Ÿ Address any Associate concerns that surface during the Team Huddle.
Ÿ
Ÿ Deliver Associate re-direction.
§
§ i.e. Disruptive Associate, Controlling Associate, etc.
CALIBRATE
Ÿ
Ÿ Share best practices with other Supervisors.
Ÿ
Ÿ Share questions/concerns that were brought during the Team Huddle.
BEST PRACTICES
Ÿ
Ÿ In your summary email CC the Assistant Manager and other Supervisors to keep them in the loop. Your colleagues
may learn from you.
Ÿ
Ÿ When following up on questions, be timely with your response and include your whole team when providing
your answers.
BEST PRACTICES
Ÿ
Ÿ Use the Start, Stop or Continue doing technique to self-assess your Team Huddle efficiency.
BEST PRACTICES
Ÿ
Ÿ If any concerns surface from one Associate, it may be a legitimate concern for the whole team.
Ÿ
Ÿ When redirecting an Associate, do it one-on-one in a private setting.
BEST PRACTICES
Ÿ
Ÿ Calibrating with other Supervisors helps you gain more insight into other potential concerns you may have
never anticipated.

28 LoanMe Leadership Development Series - Team Huddles
COMMUNICATION DYNAMICS RESPONSE MODEL
Let’s review some potential group control issues you may encounter during the facilitation of the Team Huddle. In the Communication
Dynamics Response Model, you will learn about common types of identified behaviors and learn how to effectively manage and respond
to each behavior. Interactive Index Cards Exercise (Behavior, Scenario and Effective Response).
BEHAVIOR SCENARIO EFFECTIVE RESPONSE
Starting the
Team Huddle
Note: Our customers are
our number one priority,
being on the phone with a
customer is important to
the success of our business.
Associates may not all be present at the
start of the Team Huddle.
1. Recognize who is on the phone(s).
2. Wait a moment, and then determine if you should begin.
3. Start the huddle so you maximize your time off the phones.
Always try to include all of your Associates, but if it’s impossible.
You will need to catch them-up in a quick one-on-one after the
huddle to make sure everyone has received the same information
as the group.
Associates who
are Disruptive and
or Controlling
When an Associate is disruptive and
discussing irrelevant information (Differ-
ent from the current topic/discussion).
When an Associate tries to control
the conversations because they
know everything.
When an Associate believes they know
more than you do.
1. Regain firm control by addressing the Associate. Let them know
we need to focus on the topic and you would be more than happy
to address their question or concern after the Team Huddle.
2. Redirect the behavior by focusing back to the topic.
If the disruptive behavior persists, you will need to address it in
a private one-on-one coaching conversation (*Whale Done
Redirection). You may need to assess if this is also a concern for
the whole team.
The Joker or Kidder
Note: This behavior can
become disruptive if it is
not addressed.
When an Associate makes funny jokes or
takes light of the situation.
Recognize that “the kidder” may actually
have something serious to add, but may
not be sure how to go about it.
1. Regain control by addressing the Associate. Let them know we
need to focus on the topic and you would be more than happy to
address their question or concern after the Team Huddle.
2. Redirect the behavior by focusing back to the topic.
If the disruptive behavior persists, you will need to address it
in a private one-on-one coaching conversation (*Whale Done
Redirection).
Not Into It or the
Disengaged Associate
Occasionally in a Team Huddle you may
have Associates who are not:
• Engaged
• Interested
• Listening
• Participating
• Awake
Some physical signs and signals include:
• Heads are down.
• Eyes are glazed, or gazing at
something else.
• Hands may be picking at clothes, or
fiddling with pens.
• People may be writing or doodling.
• They may be leaning on the wall.
1. Try to engage the Associates by asking questions; ask for their
opinion or perspective.
2. If it persists, avoid putting the Associate on the spot during a
Team Huddle. Instead make a mental note of the behavior.
3. After the huddle is over, ask the Associate to meet with
you privately.
4. Provide feedback and address your concern by stating what you
observed (*Whale Done Redirection).
Side Bar Conversations
When Associates occasionally hold side
bar conversations during your Team
Huddle and the information is irrelevant
to the topic of discussion.
1. A useful Facilitator technique is to ask the Associate who is
having a side bar conversation what they think about the topic
or if they would like to add to the conversation.
2. If it persists, be direct, polite and use tact when directly telling
the participant(s) to “Please stop having side bar conversations.”
If the disruptive behavior persists, you will need to address it
in a private one-on-one coaching conversation and remind the
Associate about ground rules (*Whale Done Redirection).

LoanMe Leadership Development Series - Team Huddles 29
FINAL ASSIGNMENT – PLANNING
AND FACILITATING A TEAM HUDDLE
PUTTING IT ALL TOGETHER!
Preparing and facilitating a Team Huddle on your own.
INSTRUCTIONS
Ÿ
Ÿ Team up in small groups (4–6 Associates is optimum and preferably from the same department).
Ÿ
Ÿ The Facilitator will provide you with your Topic of Discussion scenario.
NOTE: Your kit includes a Customer Service and Collection sample.
Prepare a Team Huddle.
1. Read and understand the Team Huddle Topic of Discussion scenario.
2. Review and analyze all reports and KPI’s relevant to your topic of discussion.
3. List specific key challenges. Provide tips or examples on ways your team can improve.
4. Identify a top performer to spot light.
Plan a Team Huddle.
5. Complete all four steps of the Team Huddle Planner.
6. Review and fine tune your Team Huddle presentation.
7. Practice reading it to yourself a few times.
Facilitate a Team Huddle within your Small Group.
8. Review your completed Team Huddle Planner one last time.
9. Take turns facilitating your Team Huddle in front of your group.
§
§ Your peer group will play the role of your team when you deliver the Team Huddle.
Get Feedback from your Group of Peers.
10. After each Associate has completed their Team Huddle, the peer group will provide feedback.
11. You can use index cards or have an open discussion to provide feedback.
§
§ Discuss strengths – What worked well?
§
§ Discuss opportunities – Areas to improve.
CATCH A RISING STAR! THE ULTIMATE
ALL-STAR TEAM HUDDLE SHOW DOWN!
1. Each group will select an All-Star performer (best facilitated Team Huddle).
2. The Associate selected from each group will be asked to facilitate their Team Huddle in front of all their peers.
3. Associates will take turns facilitating their Team Huddle.
4. After each Associate has delivered their Team Huddle:
§
§ We will gather feedback and discuss strengths and opportunities.
5. The Team Huddle Showdown winner is crowned!

30 LoanMe Leadership Development Series - Team Huddles
TEAM HUDDLE QUICK REFERENCE GUIDE
PREPARATION BEST PRACTICES
TOPIC
• If a manager has not given you a topic of discussion, be pro-active and communicate with your Manager.
• If you are still unclear or have questions, seek input from your Manager until it makes sense.
• If you include handouts, print and bring enough copies.
SPOTLIGHT TOP PERFORMER
• Select an Associate that has the most balanced performance, look at all the KPI’s not just one.
• Use an example that will help tie in your message with your Topic of Discussion.
LOGISTICS
• Find an appropriate open space to deliver your Team Huddle.
• Maintain a consistent schedule of Monday’s, Wednesday’s and sometimes Friday’s.
• Coordinate with other Supervisors to ensure adequate shift coverage and no overlap.
• Avoid doing Team Huddles during dialer passes to maximize contact.
• Team Huddles should last no longer than 10–12 minutes.
• Complete your Team Huddle early on during the shift.
THE HUDDLE PROCESS
1. PREPARE (SUPERVISOR AND MANAGER COLLABORATE)
• Identify Topic
• Top Performer
• Logistics
2. PLAN (SUPERVISOR)
• Complete the Team Huddle Planner
3. FACILITATE (SUPERVISOR)
• Discussion Topic - opening introduction delivery.
• Accentuate the Positives - reward and recognize top performers.
• Check for Understanding - drive desired behavior, ask follow-up questions.
• Positive Close - department standing and simplify the numbers.
4. FOLLOW-UP (SUPERVISOR AND MANAGER COLLABORATE)
• Action Items
• Lessons Learned
• Concerns
• Calibrate Department Supervisors on Best Practices
ACCENTUATE THE POSITIVES - WHALE DONE!
THE TEAM HUDDLE WHALE DONE! RESPONSE SYSTEM
START with a Positive:
• Praise top performers at the beginning of the huddle.
• Be specific about what they accomplished.
• Share results, provide examples with the team.
END with a Positive:
• Encourage team with an upbeat positive message and to keep up the good work.