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  • 7/27/2019 How Much Communication is Too Much

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    - 1 -Copyright 2013, Advisor Perspectives, Inc. All rights reserved.

    How Much Communication is Too Much?By Beverly Flaxington

    August 20, 2013

    Beverly Flaxington is a practice management consultant. She answersquestions from advisors facing human resource issues. To submityours, email us here.

    Advisor Perspectives welcomes guest contributions. The viewspresented here do not necessarily represent those of AdvisorPerspectives

    Dear Bev,

    How much communication is too much? We meet with clients once per quarter and weresurprised when one told us they didnt need to see us so often. I think we need to stay infront of them.

    Mike M., Ohio

    Dear Mike,

    I once had an advisory firm as a client where they regularly met with their clients everyquarter. When we interviewed the advisors clients for some positioning and marketingwork we were doing, several people told us that once a quarter was too much! The advisorthought it was a perk he was offering, but the clients viewed it as negative.

    This advisor put together a sheet with check boxes offering clients to meet as often as theyliked once, twice, three or four times per year. This way the advisor actually had fewermeetings and clients felt well served.

    The lesson? Meet on the clients schedule, not yours. If they say it is too much then it is

    too much! But turn this into an opportunity to show them you are interested in serving themin a way that works best for them.

    Perhaps find some other avenues for communication if you do fewer than four meetings.Have a check-in call, meet for lunch or something less formal or invite them to join a clientadvisory board. There are many other ways to get those touch points that clients feel arepreferable.

    mailto:[email protected]?subject=Ask%20Bev%20a%20human%20resource%20questionmailto:[email protected]?subject=Ask%20Bev%20a%20human%20resource%20question

  • 7/27/2019 How Much Communication is Too Much

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    - 2 -Copyright 2013, Advisor Perspectives, Inc. All rights reserved.

    Dear Bev,

    One of my partners calls me rude. I cant sit still in meetings and I hate to listen to peopledrone on and on about nothing. My partner has coached me to change my approach. But Idont think it is me that needs to change. Why cant other people understand that it isnt areflection on them but rather its about me and my style?

    Spence B., NYC

    Dear Spence,

    In my book about understanding others, I identified the number-one secret about whycommunication styles conflict: its all about me. It is about you and your style. And it isabout your partner and his or her style, too. Differences in behavioral and communicationstyles are at the root of so many of our difficulties in the workplace (and in our home life,too!) If I am a fast-moving, constant motion person and you are slower and more thoughtfulin approach then you are stuck and you find me off-putting and anxious.

    We read the behavior of the other person instead of listening to what they are saying.The problem is that we often read it negatively. We interpret the behavior in a judgmentalfashion. Your partners use of the word rude is an example. You likely dont mean to berude if you are a strong leader, but your partner has a filter that says this type of

    behavior = rude.

    We cant change who we are at the base level. We all have preferred approaches and ifleft alone, we will behave in the way that is most comfortable to us. The problem is thoseother people! They filter our behavior through their lens (because it is all about me for all ofus) and then we make a decision about whether it is good or bad.

    We need to adapt our style and approach. As one of the leaders of the firm you have acouple of choices. You and your partner could agree to work together if your styles aredifferent and complementary. You could divvy up staff and interact with those people eachof you has the best rapport with and understands. Or, preferably, you could observe your

    staff and learn more about each of their behavioral styles and approaches. You couldmodify the way you communicate in interactions with those different from you.

    If you want to send the message to your staff that you truly care about them, modify yourapproach and communicate in a way that works for them.

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    - 3 -Copyright 2013, Advisor Perspectives, Inc. All rights reserved.

    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 AdvisorsTrusted Advisor to offer dedicated practice management resources to advisors, plannersand wealth managers. She is currently an adjunct professor at Suffolk University teachingundergraduate students Leadership & Social Responsibility. Beverly is a CertifiedProfessional Behavioral Analyst (CPBA) and Certified Professional Values Analyst(CPVA).

    She has spent over 25 years in the investment industry and has been featured in SellingPower Magazine and quoted in hundreds of media outlets, including the Wall StreetJournal, MSNBC.com, Investment News and Solutions Magazine for the FPA. She speaksfrequently at investment industry conferences and is a speaker for the CFA Institute.

    www.advisorperspectives.com

    For a free subscription to the Advisor Perspectives newsletter, visit:http://www.advisorperspectives.com/subscribers/subscribe.php

    http://www.the-collaborative.com/http://www.advisorperspectives.com/http://www.advisorperspectives.com/http://www.advisorperspectives.com/subscribers/subscribe.phphttp://www.advisorperspectives.com/subscribers/subscribe.phphttp://www.advisorperspectives.com/subscribers/subscribe.phphttp://www.advisorperspectives.com/http://www.the-collaborative.com/

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