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Practice Management > Building Your Business

How to deal with staff commitment issues

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The first thing to do is lead by example by having a vision, mission, objectives, strategies and action plans and one can do this by creating a one page business plan. This plan translates the standard elements of a business plan into five simple, universal questions:

  • Vision: What are you building?
  • Mission: Why does this business exist?
  • Objectives: What results will you measure?
  • Strategy: How will you build this company?
  • Plans: What is the work to be done?

Your next steps are to have your team set their goals, acknowledge what they are doing right, make requests for what they need to change, offer support where needed, and to follow up in 30, then 60, then 90 days while letting the team know about the rewards for taking action and consequences for not taking action.

The 30-60-90 day model is like “one, two, three strikes you’re out” when requests are made but changes are not made.

The above must be documented to create a paper trail of reward and accountability to those that are performing or not performing. In the absence of this documentation, one lacks clarity about the situation and could feel responsible for the lack of commitment and action of others.

At the same time, in the absence of documentation about what the team member is doing right and what they need to change, your mind may have a tendency to focus on all the negatives and with the negatives in mind, one cannot possibly see what the team member is doing right.

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Simon Reilly of Leading Advisor Inc. is a financial advisor coach, speaker and writer. Simon writes a daily blog and can be reached at


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