The Strategic Implementer - Blog

Office Clutter... time to take it seriously

Office Clutter... time to take it seriously

Okay, I will admit we all have different work styles. I myself, prefer order. A place for everything and everything in its place. I like lists - lists of things to do - lists of things I want do. A way to keep order and compensate for my horrible short term memory. 

Still, I occasionally go into client's offices and what I see is nothing short of a natural disaster. It looks like a funnel cloud ransacked the place. Piles of papers, files, post it notes, magazines, books...you get the picture. And enviably, they tell me, "but I work best in chaos" and to that, I say.. .what a crock!

Nobody works well in that kind of situation and let me tell you what I believe the biggest reason for this is (in my opinion)...it's overwhelming, it's depressing, it's a big reason that so many people become "frozen" by their daily work and can't make any progress. Additionally, when you keep files and loads of paper in your office, you reduce the efficiencies in your office by slowing down retrieval and access by your staff or yourself to documents you need. They are not where they should be and subsequently, this slows down the flow of work, sometimes to a crawl as you and/or your staff take precious time to search for what they need,  many times that being one piece of paper.

Here is a link to a book on that for $9.95 will  walk you through decluttering your office space (and along the way address your excuses for  not doing so and the rewards of completing this task). It might not sound important but it is! It can, in extreme cases, have a large impact on how  much you and your staff get work accomplished and feel about your workspace and in very extreme cases, cause a compliance nightmare or something to be dropped or poorly handled for a client.

Now get moving!

Call me or visit my site, if I can assist. Ginny

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Misplaced Loyalty?

Misplaced Loyalty?

Under- or non-performing employees...I see it in nearly every engagement I have. But as I've said before, financial advisors are sweethearts. You are among the most loyal folks I have ever met which is why you are so good at what you do best which is care for your clientele.

However, sometimes this loyalty can be misplaced and lead to problems within your firm...some you might not even realize.

When you have under- or non-performing employees, you are requiring your above-average employees to carry a greater burden. They're not fools.. .they know why this is occurring. It's because you don't have the guts to get rid of this person and you're saying "hey, I care more about this one employee than I do about the good of my team". Talk about resentment!

Additionally, when you finally do pull the trigger on this person, you will more than likely see relief on their face. Why, because you've done something for them they didn't have the guts to do to themselves. Usually the employee who is terminated reveals they were not happy and how could they be? They know they're not up to par.. .how stressful that must be!

Now is the time...take a look at your staff. Do you have all A players? If not, do you have B's that can become A's? Or do you have some C's in there that you know are never going to be up to par and it's time to send them on to the next chapter in their work life? If so, do it now! Don't wait another day.. .you'll be glad you did and they may just thank you as well. I know your staff will.

Take action and take care, Ginny

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It's usually about filling in the gaps...

It's usually about filling in the gaps...

When I'm asked what kind of work I do with advisors, I say "it's usually about filling in the gaps". Here is what I mean by that.

Nine times out of 10, when an advisor calls me, they have already built a pretty good firm. They're making money and they usually know exactly where they want to go but they're not sure how to get there. They're not sure how all the pieces of the puzzle fit together. Sound familiar?

So, that's when I come in. I use a process that examines every aspect of your practice and I benchmark it against where you want to be or what is generally accepted practice management within the industry. Then, together, we come up with a plan for "filling in the gaps". I am a little different from other coaches in that I am also a hands-on implementer. What does that mean? It means I'm going to stick around and help you implement it.

In my opinion, filling in the gaps is what a good business coach does. They are also the person always looking at the big picture so you can focus on the day-to-day activities of the firm because let's face it, as a small business owner, this is where most of your energy is spent. But there is a difference in spending your energy on planned activities that take you toward your goals and just putting out fires.

I would highly recommend you look at hiring a coach to help you get to the next level or wherever you want to go. After all, why not hire someone who has done this before and can bring ideas and enthusiasm to the table. Why not give me a call or drop me a line

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Do You Know What Your Mission Is?

Do You Know What Your Mission Is?

What is it? Why do you need one? How do you go about getting one in place?

Your mission statement communicates the soul of your firm to many different audiences. To your prospective clients, it drives home the fact that you are serious about adding value and positive outcomes to their lives. To your staff, it reminds them every day why they are doing what they do and how important their contribution is. Most importantly, to you, it should serve as a guideline. When new opportunities come your way, you should remind yourself of your mission statement and ask yourself if this opportunity is in line with where you want your firm to go.

How do you arrive at your mission statement? Your mission statement is something that comes from your heart and your head. It's a combination of intellect and emotion. It is the phrase that articulates why you got into to this business, why you want to be a fiduciary, why that is so important, why you want to be the best at what you do and what is it that you're going to be the best at?

If you already have a mission statement, congratulations! You are in the minority. If you have not, start to think about it now. Jot down notes, ask your staff, ask your family. Then, take some quiet, reflective time and write it out. Once you have it where you want it to be, frame it and put it in various locations throughout your office as a constant reminder to you and everyone why and how you do what you do so well.

If you'd like some examples, give me a call or send me an email at ginny@thestrategicimplementer.com.

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