Important Questions to Ask Your Financial Advisor

All above-reproach financial advisors want you to know how they operate. They welcome detailed questions about the ins and outs of the investments they suggest and the expenses you will incur. Despite the awkward feelings, you aren’t being disrespectful by asking.

What are the tricks to get started? The way you ask the question can make a big difference. No need to be confrontational, just be transparent. Ask straightforward, curious questions. Work to create safety for the other person.

  • “I’d like to be clear about how you’re compensated for the work you do for me.

How much of your compensation comes from my direct payments to you, how much from fees on my investment, and how much is paid to you by the investment product?”

Again, your goal is to create a conversation that allows them to just tell you about their arrangements—no accusations from you, no defensiveness from them. Another neutral question might be:

  • “I’ve heard that it would be helpful for me to know if my advisor is a fiduciary or not? Can you explain the difference, and are you?” (Fiduciary means your advisor agrees to put your interests ahead of their own.)

They may make it hard for you, “Don’t worry about it. The fee isn’t coming out of your pocket.” This is the wrong answer. You may not write a check or hand over your credit card, but you are indeed paying. A Wall Street Broker laid it out this way. “An investor who paid 2% in fees each year would give up more than $178,000 over 30 years, almost as much money as the $180,000 deposited in the account during that time.”  That amount of money is probably worth being a bit uncomfortable over!

If their answer is vague, they change the subject or don’t give you exact amounts, you’ll need to be even more straightforward. Again, keep in mind that a straightforward approach is the one that highest quality professionals prefer you always use, and they will also use it back. Try these questions:

  • “I always want to know how my finances work, so please explain in detail the way you get compensated.”
  • “I’m uncomfortable with not knowing the details. Please make them clear for me.”
  • “How much money will you personally make in cash commission now, if I select this product? And how much will you make later, in any sort of ongoing or trailing commission?”
  • “Are you earning more from selling me this product than you might if you put me in a similar product from a different company?”
  • “Is there a bonus you are eligible for that comes as a result of this sale? Is your bonus less likely if you don’t make this sale?”

It may be uncomfortable to ask questions but it’s your right to know. For some people a light tone might be more comfortable, “Where are you going to go if you win the incentive for selling this product?”

Try asking your questions in writing.

Writing your question may be more comfortable. As a bonus, a written answer creates accountability for the advisor and lets them know you’re on top of things. If you don’t get a straightforward answer the first time, ask again until you do. Keep politely asking until you clearly understand.

If you feel uncomfortable and stuck, think about any question you might use to open up the conversation:

  • How often do you monitor my investments?
  • Why does this product benefit me?
  • I don’t understand this portfolio. Please explain it to me.
  • Please explain why you have me in this alternative allocation?

 Still stuck? You can ask your other advisors for help. Request that your attorney and other advisers talk with one another. They should all be willing to keep each other in the loop. If someone isn’t, you can ask the others to help correct that situation immediately. (Many of the best advisors suggest having your team work together all the time—so efforts are coordinated in your behalf.)

It’s easy to let things slide and stay with a professional who may not be working in your best interests.

If you’re working too hard, it may be a clue that your advisor is not the best fit for you. If after a couple of tries you can’t get the information you need, it may make sense to interview another advisor to find someone who is easier to talk to.

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Money conversations can be uncomfortable—so we tend to avoid them, approach them with trepidation, or use language that’s pushier than necessary. We can help you help you get more comfortable talking about money and craft conversations that work in your best interest.

We coach key personnel, train teams and work with people of wealth on dealing effectively with the emotions raised by money-related issues. You can get more comfortable so formerly awkward conversations no longer feel awkward.

For more information on fiduciary responsibility:

  1. Watch an interview I did with a fee only advisor, Gavin Morrisey.

  1. You can also check out John Oliver’s Fiduciary and The Retirement Challenge on You Tube. Language is crude at moments so don’t watch with young kids. I wonder if John Oliver can have clear, open conversations with his financial advisors?!

Questions Can Help You Listen Better

There are solid strategic reasons to ask questions.
A few examples:

  • Questions help you shift conversational gears.  They confirm that you, and whomever you’re speaking with, share enough information or understanding to move on.
  • Questions encourage the speaker to stop wandering and focus on what’s important.
  • Questions can help you get reengaged in a conversation that feels boring. They can help you resist an impulse to start lecturing or acting on an untested assumption.

When you’re ready to shift gears it’s important to be sure all parties feel they’re understood.

One of the reasons so many conversations loop back to feelings or data already covered—a prime reason for boredom and frustration—is a feeling that the other person doesn’t really understand your position. Ask questions to keep the conversation moving forward:

  • Is there something you’re saying that you’d like to be sure I understand? I’ll tell you what I heard and you can let me know if I’ve got what you’re saying.
  • Would it be helpful for me to summarize the points I think are important? I don’t want to keep going if we don’t understand each other.
  • Any part of what I said that you’d like to ask a question about? Or conversely: Can I ask you a couple of specific questions to be certain I understand what you think is important?

Questions can focus the conversation on what’s important.

Conversations have a tendency to wander unless at least one person keeps bringing attention to (talking or asking about) focusing on the important aspects. Questions are a way to help the other person focus:

  • Is there a specific part of what you said that you’d like to underline for me?
  • I have a couple of specific questions, is this a good time to ask them?
  • Is this a good time to summarize what I’ve heard to be sure I’ve got it?

Questions can help you refocus when you’re bored or even when you’re tired of taking the high road and are tempted to just join the other person in pushing your opinion without listening.

Formulating a question encourages you to strategize about how to influence the conversation to get focused, get shorter, or to lean in a direction that is more interesting to you. Questions engage your thinking brain and can help quiet your emotional brain—boredom is an emotional state and impulsive interruptions reflect low emotional regulation.

  • I’d be interested in how what you’re saying might affect how we relate to current clients?
  • Is there a way we can make practical use of this data?
  • What do you think would be the potential timing, if we were to introduce this idea to our teams? I find I’m worried about diminishing our focus on …

The impact of all these questions is based you being truly curious. Questions that are disguised statements—I.e., I think… don’t you agree?—are typically nowhere near as effective in influencing a conversation. Looking for an aspect of the conversation that truly sparks your curiosity may take effort, but can pay big rewards in increased loyalty and creativity of team members, clients who stick with you, and a wider network of people who trust you are someone who listens well.

Questions also let you discover small, important tweaks that can improve you services, products, and client satisfaction. More on this in a future article.

Asking questions can be efficient and respectful. You can move conversations along, while helping your conversation partner feel good about you. Being conversationally efficient, while being respectful isn’t easy, but it is something you can learn. Having difficult conversations can be easier when you know how to ask good questions.

If you’d like to learn how to craft questions and how to ask curious questions more often, why not call or email us? Increasing your positive connection with your team may be just a few question marks away.

How and Why to Bite Your Tongue

Don’t interrupt. It’s obvious; we know. Still it’s very difficult.  I speak from personal experience—after decades of paying attention to how important it is to wait until the other person is finished, I often cut them off anyway. I find it especially difficult to remember around friends and family.

According to Deborah Tannen, the linguist and author, some of us—me included—have a “high involvement” communication style. We “overlap” the other person’s speech. This can work—if the person you’re talking with has a similar style. And if what they’re talking about is more informational than deeply emotional.

Others have a “high considerateness” style. These people generally seek more clear pauses and want more order to the conversation.

Talking when you should be listening. Teaching when learning would serve you better.

In most cases it would be more respectful and helpful if I listened, instead of talked and learned, instead of tried to teach.

Why do we interrupt?

It can be helpful to identify what causes your interruptions:

•Are you trying to be supportive? To show you understand what the speaker is saying?
•Are you feeling crunched for time? Trying to move the conversation along?
•Are you more interested in sharing what you know rather than learning?
•Are you trying to show your expertise? Prove something?
•Are you worried that you’ll forget what you were going to say, if you wait until the other person is finished speaking?

Some things to try:

1. Notice when you interrupt

When you cut someone off, stop (even mid-sentence) and say something like: “sorry; I really want to hear what you have to say.” (This new habit will take time to develop and some courage.)

2. Enlist family or friends to help

Ask people you trust to respectfully remind you when you’ve cut them off. Ask for a do-over.

3. Create a cue to remind yourself

Sometimes sticky notes can help-in your car, on your bathroom mirror, at your desk at work. Find a word or phrase that you’ll be comfortable with others seeing—maybe “listen” or “pause.”

4. Track your progress

Initially just notice and count the number of times each day that you interrupt someone.
After a week or so, set a realistic goal and acknowledge your progress.
Some people find that self-acknowledgment works even better coupled with a reward.

When we click off or tune out before we’re sure we’ve heard and understand the speaker’s entire message, we cut ourselves off from some potentially useful information or insights. And, interrupting is not only disrespectful to the person being interrupted, but hurts you as the leader or manager. Sure, some of your team may be thick-skinned and more Teflon like. Others, though, will be put off and therefore less productive, loyal, or creative. Call or email us if you want to increase your positive connection with your team or just plain want to improve your listening skills.

Listening Strategy Number 2- Reflective Listening

Continuing on our recent theme of listening: here’s another strategy that is easy to implement and can make a big difference. You have probably heard the term “Active Listening”—repeating key pieces of a talker’s message to confirm you are listening and understand. Reflective Listening is similar but adds a dose of curiosity and mindfulness. This higher-quality listening can save time, prevent future misunderstandings or mistakes, and create stronger team loyalty.

So what is reflective listening?

When you’re reflectively listening, you’re seeking to understand a speaker’s thought or idea, then offering their idea back in your own words to confirm you’ve understood correctly. You also try to imagine and reflect back what’s beneath their words—to reflect what the speaker is feeling as well as thinking.

How to reflectively listen:

• After listening, use your own words to repeat key points you think the person was attempting to make.
• Check with them to be certain you’ve heard them correctly.
• If they explain that you don’t quite have it, repeat back your corrected understanding.
• Share your impressions of what seems to feel emotionally important to them.

Examples:

• “I hear that you are concerned about my suggestion that we shut our doors to reduce distractions. It’s clear this is very important to you.”
• “It sounds to me like you are frustrated about my response this past week.”
• “Let me reflect what I heard. You think we could generate revenue by adding a service to our estimate process. You have an idea how this could be simple and not take much time. You haven’t nailed down the details yet, but you’d like my initial thoughts to help guide your next steps.”

 “I also hear that you are worried your idea will be rejected because you don’t have the details spelled out.”

Caveat: Too busy?

The time you spend listening and reflecting will avoid wasting time sorting out misunderstandings and missteps after the fact.

It’s this easy:
• Take a breath and pay attention to quickly confirm any main points or ideas.
• Deliberately scan and confirm each key concept.
• Keep your review and reflections short and efficient. Avoid long monologues, open-ended questions, and new topics.

Recall Practice
Initially, you can try recall sessions to practice reflecting. (adapted from a book-in-progress that Jay and I are working on)

If you can’t find time to practice in real-time during your work day, sitting at your desk, or on your drive home, take time to think through a conversation you had during the day. Then reflect out loud what you didn’t feel like you had time to say on the spot.

With a bit of practice, you will be able to reflectively listen without appreciably slowing down conversations—you’ll save misstep-time with a minimal investment in reflecting-time.

• “Let me be sure I understand. You are planning to call the client and set up a meeting to talk about the problem, but you are worried that we don’t really have a good path to correct the issue.”
• “Am I hearing concern that you will be blamed?”

If no examples come to mind, you might ask yourself one of these questions to stimulate reflections:

• What did I slide over that might be worth thinking about or revisiting?
• What did she say that I might not be positive I heard fully?
• What was the emotional tone of the conversation?
• Did I really understand what was important to them?

Your awareness will be enhanced by just considering questions—eventually you will tend to notice those things you have asked yourself questions about.

When you are trying to strengthen a relationship, reflecting deeper messages or emotions can communicate that you respect the speaker and value their ideas. Email or call 978-446-9600 if you want to save time avoiding missteps, create a stronger connection with your team, build a more fun and interesting place to work, learn how to enhance your relationships at work (and as a natural byproduct with family and friends).

Why You Should Listen More Than You Talk

Of the relationship-enhancing skills our clients practice getting better at, listening is often the one that makes the biggest difference—whether you’re trying to acquire or keep a client, solve a problem, or build a culture of productivity and autonomy.

Listening strategy number one—Listen more than you talk.

Why:

• If you understand what motivates people, you will understand how to more effectively influence them. You get that information by listening.

• People are more likely to listen carefully to you, if they know you have listened carefully to them.

• Everyone likes to be listened to. So listen and people will feel more positive, and that makes them more productive and open to new ideas.

• People virtually never get bored when they’re talking about themselves. In a conversation where you are listening to them, they will tend to remember you as interesting. And interesting makes you memorable.

But aren’t people paying to get my expertise; my answers to professional questions? Don’t they care if I’m well informed and knowledgeable? Yes, and:

• Yes, they are. And they can hear you best after they’re sure you understand them and what they’re concerned about. After they are convinced you respect and even care about them as individuals.

• Rebalancing your talking to listening ratio opens the door to people being able to hear your professional guidance.

But what if I’m getting bored?

• First remind yourself that this is about them not you. Then:

• Try asking a question. A truly curious question is a great demonstration that you’re listening. So ask and then listen some more.

What if they have misunderstood something and I need to correct it?

• Wait for them to stop talking—be certain it is a stop not just a pause.

• Then give them a quick update and ask if they want to know more about it. If they don’t, listen some more.

What if they ask a question?

• Give a brief answer.

Know that the odds are your brief answer is too long for them. Try making one quick point and ask if that answers their question.

The odds are also great that they didn’t make their real question clear or you misunderstood it to start with.
Primarily you need to remind yourself that a question shouldn’t change the ratio of listening to talking.

A heads up:

• Most people badly misjudge how much of the time they talk versus listen. Most men have a tendency to both talk more and judge their ratio of talk to listening more poorly than most women.

Practice:

• Consciously try to listen twice as much as you talk. If in doubt, you’re probably talking too much.

• Put a reminder in front of you.

“Listen more!” is one possibility.
“What subtle information did you miss?” Might tweak your awareness to listen more.
“Ask curious questions.” Is another possibility.
“Listened lately?” is a bit more in your face.

• Use your phone’s stopwatch function to track when you’re talking—start this with a trusted colleague or in team meetings and tell everyone what you’re doing. Your activity will remind everyone to only say what’s important, and to listen! Tracking any behavior tends to keep it more front and center in your mind.

Bottom Line:

You can virtually never get into trouble listening.

Want to be better than just not getting in trouble? Listen even some more. Our clients have told us that the active practice they get in meetings with us, as well as being accountable, has helped vastly increased their listening skills—resulting in more clients, more satisfaction among their team, and more pleasure for them going to work each day.

Call or email us if you think it would be useful to move your communication skills forward.

Easy Strategies for Effective Performance Reviews

Delivering bad news or pointing out maladaptive habits isn’t easy, even if you think the employee may have an idea of what’s coming. Assuming you’re both on the same side of the table sharing a common goal can make difficult conversations easier.

Your job is to ask good questions, to find ways to help your key employees identify what’s working well, where they want to go in their careers, which skills they might like to pursue, etc. Your questions are designed to facilitate buy in, give them an opportunity to critique their own performance and to offer information first. Your questions also give you better information to develop a strategic approach to the next phase of the conversation.

The questions below are worded for an annual review: (You can, of course, tweak the time line if it’s different). We recommend reviews much more often to keep tabs on how your team members are feeling and what they’re thinking.

Usually, you’d give these questions in advance so there’s time for them to think about them and write out answers.

1) What professional accomplishments of yours do we need to remember from last year?  Please include items that might not have been noticed.

2) Were there professional skills you were able to improve on last year?  Did you receive training or help from any member of the team?  Again, please be as specific as possible.  What skills do you want to work on this year?

3) Were there projects or tasks that you had the freedom and responsibility to do in the way you thought best?  Please think of both ongoing and one-time projects you did and describe how much independence, if any, that you had.

4) What do you do well professionally, enjoy doing, do easily, get compliments on, etc.?  I’d be particularly interested in things you do well that I don’t know about.

5) Are there things about your work that give you real pleasure or make you feel you’re making a difference?

6) What could I be asking that seems important for your success here?

The answers are important, but building a process of open, corrective conversations with your employees is just as important. And slowing down to listen to their struggles and goals is the only way to create effective plans for future growth.

Comfort Isn’t All It’s Cracked Up To Be

Most likely your natural tendency is to sidestep uncomfortable emotions, painful physical sensations, cognitive challenges and/or social exertion. But those discomforts are often signals that you’re pushing yourself into areas of positive growth with a level of intensity that will lead to actual progress.

In endurance sports this discomfort is called suffering. Some of that suffering comes from the physical pain that your body generates as you approach the limits of your current capability. As you strain, your muscles generate waste and collect minor tears. After your effort is completed, the tears will signal the healing forces to rebuild with additional capacity to avoid future tears.

We now understand that some—or perhaps much—of the pain sensation is also generated by the fail-safe concerns of our brain. It senses that, if we continue to do what we’re doing, we risk exceeding our body’s abilities to intake oxygen, deliver fuel, and clear out waste materials. The pain sensation is an alert that we should shut off our effort to preserve crucial blood flow to our brains. The problem is that this warning comes earlier than necessary and, if we heed it too soon, it inhibits us from our highest level of effort and eventually diminishes our maximum performance.

In non-physical areas, your brain also protects you from danger with early and overblown warnings about threats. It flashes discomfort and pain signals when there are opportunities for growth. For instance, when there is a possibility that you will need to give up an established pattern of behavior in order to make a change or challenge your comfort zone.
Each time you strive to stop an old habit or start a new one, you will likely come face to face with some level of discomfort—some minor “tear” in your routine. In order to change you will need to ignore the easy path of following your old habit and push against your discomfort. You may need to welcome the experience of social embarrassment and confront someone, push against the call of a sweet treat in order to change your eating habits, get to a gym class when you’re feeling hollow and lethargic, or resist the pull of something more entertaining when you should be exercising or working on a project.
How much discomfort are you willing to push through? If the answer is none, then you aren’t likely to change. Just a little bit? You may make a bit of progress. A few brave souls will answer in the affirmative when they ask themselves, “Am I willing to suffer for a significant increase in my performance?”
Choosing to suffer isn’t complex or difficult, but it also isn’t easy. And we are not suggesting that there is any significant value in suffering for suffering sake. Given that you will face feelings of discomfort many times a day, and will on occasion suffer, you should know that you will suffer less if you welcome discomfort as a necessary ingredient in improving your performance.
There is suffering that leads to no valuable end. There is suffering that we might wish to avoid, but which leads to healing. And there is suffering that is simply the best pathway to enhanced performance. Avoid that discomfort and you will keep doing what you have always done. Embrace it and you will dare to push yourself enough to cause your body, emotions or mind to gain increased capacity.
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In growing your business, a healthier life, or deeper relationships you will benefit from having effective strategies to help you deal with discomfort and gain the maximum value from any investment you make in suffering. Don’t suffer needlessly. But also don’t avoid opportunities to grow and feel significant satisfaction and benefits from your efforts. We can help you invest your energy wisely.

Surprising Problems with Praise

Despite the common advice of many business coaches, praise can demotivate your team and make them skeptical. Praise, like sweeteners, needs to come in measured amounts and not taste artificial.

People do experience meaning and satisfaction when they hear those they respect value their contributions. But it doesn’t it follow that we should therefore lavish praise on members of our teams.

Research points out that too much or insincere praise creates less than desirable results. This appears to be true both at work and with our families. Overdone or generalized praise is quickly dismissed as worth little. If everything is “great”, then you’re not believable. Overusing expressions like “Amazing!” “Wow Experience!” “Great Job!” all lead other people to feel that your praise is worth less.

Do you understand what I’m saying? Great job! You’re an amazing reader! Something certainly smells rotten in my praise.

To make praise effective it needs to be sincere, specific and address the actual work or effort. And it needs to come in believable doses.

One clear way to avoid hyperbole and misunderstandings is to share acknowledgements instead of praise. They’re similar, but acknowledgements make a specific statement about the results of a person’s actions. They don’t give a label of good or great. They don’t base an evaluation on your judgment of the person. Acknowledgements speak about the effect of a person’s activities.

For good work that is a tad above a person’s normal performance levels or when a team member finally shows continuity over a period of time try something like:

“I noticed your effort today produced results.”
“I notice your quality is staying higher.”
“I noticed you are trying that approach we talked about.”
“You put some real effort into getting that job done on time. Thank you.”
“Having the reports on time has been helpful.”

Save praise for exceptional situations—and still consider using an acknowledgement instead. If you’re going to fall back on praise, keep it  believable and use it only for above average work. Stick with simple acknowledgements for basic work done well.

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Developing new leadership and managerial habits takes specific understanding and practice. We can help you:

Learn how to acknowledge and praise wisely
Ask curious questions
Listen effectively
Reward for effort, strategy and progress

And, as a bonus, a healthy dose of acknowledgements and praise from a coach will help you implement habits that will increase your and your team’s performance and satisfaction. Call or email today if you want to set up a time to consider what habits will bring the most leverage to changing your business and your life.

Encouraging Positive Behavior

People need people. This was brought to my attention again when Jay was reading Deep Survival a book about the attitudes and behaviors that survivors of accidents and natural disasters exhibit. Many lost adults don’t stay still so that they can be found during a grid search. They keep moving in an apparent attempt to reconnect with other people—anything but spending time alone. To be seen is to feel alive, safe and significant.

There is often a similar longing to be seen in the work environment. Team members want and need acknowledgments as much as lost hikers. It is necessary to pay employees, but that isn’t sufficient to motivate the best critical thinking or creativity. One of the techniques leaders need to develop is the ability to make a team member feel seen at a time that encourages them to repeat a positive action, attitude or effort.

Here are some ways to give a little acknowledgment in everyday situations:

Brighten just a bit each time a person looks at you and they will tend to look again. Jay and I use this technique to get people to focus on me when they’re talking to a group. And conversely you can look down or look away to encourage them to address someone else.

Say “Thank You!” when people give you tough feedback and they will tend to continue the behavior of daring to risk your displeasure.

Acknowledge a project or task that is completed on time and the positive attention will tend to nudge the employee toward getting the next one done on time.

Say a cheerful “Good Morning” right away when a chronically tardy employee shows up on time and you’re more likely to see a bit more on-time behavior.

If you work for someone, you might try completing a project early when it’s handed out early and holding it back until the last minute when it’s given to you late. This is different from the traditional “passive-aggressive” attitude because you’re working toward a solution that is intended to help both of you. You just need to be very clear that the goal is a smoother working relationship, not just one that satisfies you.

Say hi to team members as if they’re the one you’re pleased to see and they will more likely act like someone you want to see.

Positive feedback, smiles and noticing others’ constructive behaviors, all increase the odds of a repeat performance.

For more ways to increase your effectiveness and influence the outcomes you’re looking for, please call us at 978-446-9600 or email us.

Jay’s book Simple Steps to Change: Your Business, Your Life is a good resource, with lots of ideas, as well. You can read parts of it or purchase it on Amazon.

Successful Transitions

The transition from an old to a new process or system, from a previous manager or key employee to a new hire, or any other change is tough. Understanding more about how to manage the process will make it all go a bit easier. With the right information you can make a difference between a successful transition and one that just doesn’t work well. This post highlights some aspects of change based on “The Transition Model,” by change expert William Bridges, whom I had the pleasure and opportunity to study with. Besides reviewing this article, you might also find it helpful to watch Change expert Naomi Karten and me discuss change and transition.  Coping with Chaos: Change and Transition

Even a positive change like a new piece of equipment can make people feel uncomfortable. The most common reaction to change is to second-guess it, or even resist or oppose it. By understanding why your team is dragging their feet or expressing reluctance, you will be in a better position to help them accept and ultimately support the change that is coming.

William Bridges distinguishes between changes—something that happens to us by our own choice or is thrust on us—and transitions—the process that happens in our minds and feelings as we go through a change.

Change can occur quickly, in a moment in time—the day we got a promotion; signing the closing papers on a home; buying the business; hiring a new office manager. But the internal transition is usually slower. It simply takes time to get used to a change.

There is a tendency to go through three stages as we move through a transition:

1. The Ending—things as we know them have changed.
2. The Neutral Zone—an often messy time sort of muddling about before moving on.
3. A New Beginning—a new status quo develops as the change is consolidated.

People move through transitions at different paces. Entrepreneurs may jump from an old to new business adjustment much more quickly than their employees or team members. Some people will need to linger in the Neutral Zone while trying to understand or accept a difficult feeling change.

Here are some ideas about how to help make a transition more efficient and comfortable so your team can execute as quickly as possible:

Endings

•Slow down the process in order to speed up the process. Invest the time now to eliminate future problems.
•Be open and transparent about what’s going to happen.
•Emphasize what will stay the same—values, schedules or whatever.
•Accept that there will be resistance. Listen to peoples’ feelings. Listen to concerns. Listen to fears. There will be denial, anger, sadness, disorientation, loss of identity, frustration, and uncertainty. Listen well.
•Be clear about how you will help them adjust. Offer training and resources they may need, which you’ll discover because you were listening!

The Neutral Zone

•The way you help your team prepare for the coming change will determine how long people may muddle about before getting on with the new change.
•Expect some people to feel overloaded and uncertain or confused. Others will feel impatient. It takes time to adjust to a new management system or style.
•The leader who pays attention can often find ways to offer support that will keep the process moving.

The New Beginning
You know you’ve arrived at a stage of acceptance and renewed energy when people begin to embrace the change. They start to see their efforts pay off and to feel more comfortable. Don’t let down now. You need to help your team sustain their energy and enthusiasm.

•Help people see how their personal goals connect to your long-term vision and objectives.
•Be certain everyone hears how team members implement the change successfully.
•Acknowledge peoples’ grit and persistence.

This is the quick executive summary but implementing any piece will likely help make the transition go more smoothly.

If you are about to implement some change, anything from hiring a new key team member to changing some part of your system, let us help you strategize how to more effectively implement the change. We can even come in to help your team see their way through it. If you’ve currently stalled, call or email us and we’ll show you how to get moving again.