Beverly Flaxington is a practice management consultant. She answers questions from advisors facing human
resource issues. To submit yours, email us here.
Advisor Perspectives welcomes guest contributions. The views presented here do not necessarily represent those
of Advisor Perspectives.
Dear Bev,
I have a great support staff. They are attentive and responsive to client needs and take their roles in
supporting our clients very seriously. I cringe, however, when I read some of their email responses to client
inquiries. When I overhear them leaving messages on client voice mails, I know I would not understand them if I
were the client. I do bring this up and try to show them how the messages could be received, but the behaviors
don’t change. I know they want to do well and succeed. How do I coach them for clearer communication?
David R.
Dear David,
In addition to working as a consultant in this industry, I am also a college professor. I can affirm that strong
writing and speaking skills are in short supply. Most people learn to write an English paper or present a speech,
but they don’t have a chance to learn to write for business applications.
I find it helpful to provide a framework or step-by-step process that they can follow as an outline for
communication. For example:
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Before they compose the email or leave the voice mail, have them write down their desired outcome. Have them
state: I am writing (or calling) because of (fill in the blanks for this objective).
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Have them practice removing superfluous information. I find when I read emails or documents that the writer
has repeated him or herself several times. Less is more when it comes to communication.
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Teach them to state what they want at the outset and at the close. “This call is to give you the
information you requested….” Then they give the information. At the close, they say, “I’m
hoping this information answers what you needed, but please let me know if you need anything else.”
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Ask them to identify the 2-3 most critical points to be made in bullet points for an email or in quick
sentences for a voice mail. If they can organize their thoughts and be clear on what they want to
communicate at the outset, they will come across as more organized when they write or leave the message.
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Have them be sure to end with a Call to Action and contact information. This seems so obvious, but I have
personally spent hours trying to find how to get in touch with someone because their email or voice mail
gives me no contact information to get back to them. Make it easy for someone to know what you are asking
them to do (if there is a next step) and how to reach you if there is a question or a problem.
I realize it may seem like hand-holding to create this sort of outline for your staff, but many people never get a
framework to follow and they don’t learn how to be clear in their communication. Giving your staff the tools
they need will help in the quest for clear communication.
Dear Bev,
My partner and I disagree about the path to success for our younger staff. He believes they should figure it out
and work as hard as we did to grow this advisory practice. I believe we have done the hard work to establish
ourselves, and now we need to spend our energy grooming our successors and helping them succeed. It’s
causing a lot of friction in our office, and I think the new hires sense it. They are more inclined to come to
me with questions than to go to my partner. I don’t mind this, but I don’t want to profile him as
the bad guy. I understand his position, and I don’t even totally disagree, but I’m trying to focus
on what we can do, not what the best course of action might be. To me, leaving the new hires to figure it out
seems like it would leave us vulnerable. I would rather set them up for success because I believe it will make
the business more successful. Is there a way for us to overcome the different viewpoints and figure out a
consistent approach to this situation? What’s the best way to have these new staffers get to productivity
and reliability?
D.D.
Dear D.D.,
Your question brings up a number of questions for me. First, is the difference in viewpoints between you and your
partner really causing difficulty in the day-to-day? You mention the newer staff seeks you out for questions, but
this doesn’t necessarily mean your partner is viewed as a “bad guy.” Are they actually seeing him
as difficult and “bad” or do they just see you as more approachable and more willing or able to help
them? In fact, I would posit that it makes good sense to pick someone to mentor who is approachable and perhaps more
supportive of sharing ideas. It sounds like you can’t get your partner to see the importance of spending time
and resources to coach these new staff members. Is this really necessary for success? Given your differing
viewpoints, maybe it is best if you assume the role of mentor instead of trying to help him see the error of his
ways. Your two viewpoints represent differences in philosophies, and I’m not sure it will be effective to try
and change his mind. Instead, you could play different roles in developing your staff.
Your second question asked for the best path for your new staffers. Make sure you are giving context and direction
about what’s required, how it fits into the overall business and what exactly they need to do to succeed. Don’t
be vague or expect they will know what to do just because it makes sense to you. Remember this is probably a new
business for them, and while they may have the basic financial knowledge from schooling or obtaining a credential,
they don’t understand all of the inner workings of your firm and how you do business. Take the time to provide
context and help them see how all of the pieces fit together. We hear from next generation staff that they want to
be more involved and understand the overall picture. They don’t want to be responsible for only one small
slice. You will almost always get more productivity out of people when they have a sense that what they are doing
matters and contributes to the overall. Help them see that their contribution matters.
Beverly Flaxington co-founded The Collaborative, a consulting firm devoted to business building for the
financial services industry in 1995. In 2008 she co-founded Advisors Trusted Advisor to offer dedicated practice
management resources to advisors, planners and wealth managers. She is currently an adjunct professor at Suffolk
University teaching undergraduate students Leadership & Social Responsibility. Beverly is a Certified
Professional Behavioral Analyst (CPBA) and Certified Professional Values Analyst (CPVA).
She has spent over 25 years in the investment industry and has been featured in Selling Power Magazine and
quoted in hundreds of media outlets, including the Wall Street Journal, MSNBC.com, Investment News and Solutions
Magazine for the FPA. She speaks frequently at investment industry conferences and is a speaker for the CFA
Institute.
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