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Dear Readers,
As we kick off the new year, here are some suggestions for areas to focus on with your team in 2026 to build momentum, enhance momentum or change direction:
1. Have a team offsite to talk about goals and objectives for the year. There is something very different about leaving your premises and going to a new location to talk about what you want to accomplish. You can utilize the SHIFT outline I talk about a lot, which I have used for thousands of offsites and team meetings:
a. Start by defining what success looks like. The “S” stands for Specify the Desired Outcome, both quantitative and qualitative. Have each person define what success means to them and then collate to create an overall team definition of success. Be sure to focus on qualitative factors, which are often harder to define. Quantitative can be easy — a certain amount of AUM, new clients, fees, etc. — but qualitative moves the needle just as much for most teams or firms.
b. Define what’s been getting in the way of achieving past goals, and what might get in your way in 2026. The “H” corresponds with Highlight Obstacles and Categorize them. Different from problems or challenges, which many people can be hesitant to raise, “obstacles” are normal everyday things that slow us down. Let your team raise them and then categorize them: What can you/they control? What can you/they influence? What is completely out of your combined control? Focus on the things you can do something about.
c. Review roles and responsibilities on your team. The “I” represents Identify the Human Factor. Consider what strengths each person has, how they communicate and how they work together. Allow yourself the chance to have people take a step back and consider what they do well and what they want to do, rather than what they have to do. Set ground rules on communication and have an open dialogue about what’s worked and what hasn’t within the team.
d. Talk about what you can do. The “F” stands for Find Alternatives. Teams often have one-way thinking. They set their outcome but they don’t talk about the criteria necessary to ensure they pick the right road to get to that outcome. Is cost a consideration? Hiring more people to get a job done? Are time constraints inevitable? What criteria matters? Allow the team to talk about these points together to develop team criteria.
e. Lastly, never leave an offsite (or any team meeting) without identifying the necessary steps. The “T” corresponds with Take Disciplined Action. What steps are necessary, who will do them, when do they need to be done? How will you chunk them into smaller steps? Are there costs associated? Don’t bother with your first four steps unless you are willing to commit to specifics.
2. Set standards this year on accountability. How will your team hold one another accountable so that what is agreed upon gets done? Many times, teams have a culture that errs on the side of being nice, rather than following up to ensure things get done. For 2026, commit to allowing team members to call one another out (in the nicest way possible) so that the team accomplishes what needs to be done.
3. Review your story and ensure everyone in the firm knows how to tell it. One of our clients received more introductions in 2025 from nonclient-facing team members than from the client-facing ones. This is because every person in that firm is a champion for the firm and knows how to tell the story. If your team believes in what you do, they all should be talking about it to anyone who is a possible client for you. Teach your team, and get them energized and excited about working for your firm in 2026. Help them learn how to channel this enthusiasm to activities in their daily lives. Enthusiasm matters, and knowing the ideal client, why the team or firm is different, what you offer — and being able to talk about it effortlessly — is key.
These are some places to start your year. I look forward to continuing to address your questions and provide insights and ideas in this coming year!
Known as The Human Behavior Coach, Beverly Flaxington co-founded The Collaborative, a consulting firm devoted to business building for the financial services industry. The firm also founded and manages the Advisors Sales Academy. The firm has won the Wealthbriefing WealthTech award for Best Training Solution for 2022, 2023, 2024 and 2025. Beverly is currently an adjunct professor at Suffolk University teaching undergraduate and graduate students Entrepreneurship and Leading Teams. She is a Certified Professional Behavioral Analyst (CPBA) and Certified Professional Values Analyst (CPVA).
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