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While there’s rarely one simple answer, there are always a few things that ring true about successful teams: They have a great leader, the team works cohesively and collaboratively, and each team member is working toward a clear, common purpose.
These same successful teams usually also have three key roles that are filled: the Finder, the Grinder, and the Minder. The Finder is constantly engaged in new business acquisition—drumming up new business and leads. The detail-oriented, task-driven Grinder gets things done, day in and day out. The Minder is great at building and nurturing relationships, oversees the team, and manages processes.
- Consider the responsibilities of each team member, as well as their strengths and weaknesses. Ask yourself if the responsibilities, strengths, and weaknesses of each team member are aligned, and if they parallel any of the Finder, Minder, or Grinder roles. This preliminary step will allow you to have the open and honest conversations necessary for the next step.
- Ask each team member to define his or her strengths, gaps, and passions. The insight into what drives each of the team members, and where they think they excel, can provide the groundwork for altering roles. In addition, did their feedback match your own conclusions? Sit down and discuss with each team member any possible disconnects between what you see and their responses.
- From these two exercises, consider any modifications that could be made to team-member responsibilities to create more synergy among the team and provide higher job satisfaction. For example, if a person who has been put in a Finder role clearly isn’t passionate about it, look at whether there’s another member of the team who’s well connected in the community. Could these two individuals work together to drum up new business?
Julie is a Managing Director of Strategic Markets for Hartford Funds. She works with financial advisors in a practice management capacity, including engaging and educating advisors and their clients about current and emerging opportunities in the financial- services marketplace. She is a registered corporate coach and has spent the last two decades helping hundreds of financial advisor teams create a vision for their practice and serving as their accountability partner in order to execute on that vision.
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