Fostering Change in a Resistant Firm

beverly flaxingtonAdvisor Perspectives welcomes guest contributions. The views presented here do not necessarily represent those of Advisor Perspectives.

Beverly Flaxington is a practice management consultant. She answers questions from advisors facing human resource issues. To submit yours, email us here.

To buy a copy of Bev’s book, The Pocket Guide to Sales for Financial Advisors, click here.

Dear Bev,

After 17 years with one large financial services organization, I recently made a transition to another somewhat similar organization. Both are large with long-time deep roots and both have people I fully enjoy working with. I say this all to underscore I was not unhappy at the firm I left, and I’m not (yet) unhappy here. I focus on the positives as much as possible.

The problem is the new company does not have nearly the infrastructure, training or support of the one I recently left. It’s a bit appalling to me how little is in place for those of us in senior roles and the level of administrative run-around that exists.

I want to raise some ideas I saw work well at my last place of employment, but it is difficult because a couple of the most senior people here also worked where I recently left. I don’t know if they don’t see the same issues, if they don’t care or if they don’t want to be part of the solution. However, it’s been made clear to me I would be endangering myself if I rocked the boat. I’m not someone who is content to watch people struggle more than they need to. I have to say something, but I’m also not about to take on the senior people here who had a hand in bringing me over.

How do people handle this when they are seasoned professionals but still new in the role and at the firm?