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How to Determine if You Need to Add a New Team Member

By Julie L. Genjac

Teams should always be expanded for the right reasons, at the right time, with, of course, the right person

Julie L. Genjac
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.

When was the last time that you thought: “I need another team member, but I have no idea where to start the process?” Or, “I know that I want to bring on another team member, but I’m not sure what I want this person to do.” You may not be crystal clear about your vision for the future of your future team, and that will make the hiring process very challenging. If you take the “I’ll know when it’s the right person when I meet him/her” approach, you may never find that person.

Consider starting your team expansion process by sketching out an organizational chart. Start with your current team, and document each person and the reporting or accountability lines according to what’s happening today. Then consider where the prospective new team member would be positioned; who he or she would “report” to; how that might effect the current team dynamic; how that would alleviate capacity issues; and how it would enable you to grow your practice.

Teams should always be expanded for the right reasons, at the right time, with, of course, the right person. But landing on that “right person” is a process that needs to start with your own reflection. The position you thought you needed when you begin the process may not be the person you realize you need once you start to analyze the team organizational chart, capacity and skill set challenges and needs. Be open with yourself to explore all avenues. The exploration process can be extremely clarifying for you as well.

 

When thinking about team member roles and responsibilities, consider the following:

  • What should the team member do more of?
  • What should the team member do less of?
  • What should the team member stop doing?

This framework can help you focus in on the primary responsibilities without gaps and overlaps in human power!

 

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