Larry Gard

Call Me When… I provide brief pre-retirement coaching to help your clients transition to a satisfying next chapter. Please visit www.donewithwork.org

There’s an old joke about a couple who were celebrating their 50th anniversary. When asked about the secret to their long marriage the husband replied, “when we got married, we made a pact that no matter what happens, we would always go out twice a week.” His wife nodded in agreement. He then added, “We never missed a week. I went out on Mondays and Wednesdays, and she went out on Tuesdays and Thursdays.” Perhaps you have your own secret to a long and happy life together, but the reality is that retiring as a couple can pose challenges, both with regard to doing the planning and to actually implementing your plan. And plan you should, for there might be a lot of togetherness ahead. Maybe you’ve spent two or three weeks on vacation with your other half in the past, but we’re talking about (potentially) decades here. The Skipton Building Society is a financial services organization in the U.K. They conducted a poll about retirement in 2013 and found that 8 in 10 retirees said they no longer shared any of their spouse or partner’s hobbies or interests, while 29 percent they didn’t have same expectations for retirement as their other half. Our early family experiences can shape those expectations. For example, imagine that your father had few hobbies or interests outside of work, and after retiring he spent most of his time at home driving your mom crazy. It’s understandable that you would be wary about the same thing happening in your relationship. The retirement transition isn’t always easy, and in some cases, it can lead to an unfortunate outcome. Divorce rates in the United States are declining — except for people over 50. Twenty years ago, just one in 10 spouses who split were age 50 or older; today, it is one in four.  Couples who have historically avoided conflict may resist talking about retirement, which delays planning and can lead to rushed decisions. And couples who have not resolved past conflicts may repeat them, disrupting the planning process. But by recognizing the typical challenges surrounding retirement, you’ll be less apt to be alarmed by them, shy away from them, or view them as sign that your relationship is in trouble. Your retirement decisions and planning will likely revolve around two broad questions: WHEN will you begin the transition, and WHAT do you want it to look like and feel like as it unfolds? WHEN will you begin the transition?  Some people launch into retirement abruptly while others adopt a gradual path, but you still need to decide whether the process starts 3 months from now or 3 years from now. Will you retire separately or together, and how does that impact your timing? I was curious about how people actually decided to retire, so I conducted interviews and compiled a dozen personal stories into a short book called Done With Work. My respondents spoke of the internal thoughts and feelings that propelled them to retire, as well as the external circumstances at play. They typically decided to retire when there was convergence between the internal and external factors. They felt psychologically ready to retire, and their external circumstances supported their doing so. WHAT do you want retirement to look like and feel like?   There are many decisions you will need to make as a couple. For example, where will you live? What are you each looking for in terms of climate, type of community, type of residence, and so forth?  How do you anticipate spending your time, and how much time will you spend together?  How have you negotiated such matters in the past?  Family As you enter this transition, you may need to consider certain family relationships. For example, as a couple you might have older adult parents to care for. They may have differing needs, and you and your partner may have a different relationship with your respective parents, a different perspective on caregiving, different sibling involvement and so forth. Perhaps you have children, stepchildren, and/or grandchildren. Here too there are numerous circumstances that could potentially require honest conversation, healthy debate, lots of good faith effort, and perhaps a negotiated compromise. Money Money is another area that couples need to consider. By this point in life you probably have a sense of where and how you diverge when it comes to spending priorities and your approach to money. But the stakes can feel much higher knowing that you may live for decades on a fixed income. Your financial advisor likely has resources to help you have productive discussions about money and can suggest ways to reach a workable compromise. For example, if you’re very cautious about money and your partner tends to spend more freely, you could agree to adopt your partner’s style when it comes to smaller expenses but employ your prudent approach when it comes to big ticket items. Communication All of the decisions you need to make will require some degree of discussion, exploration, negotiation, and the like. As with other transitions in your life together, this one requires solid communication.  Roberta Taylor and Dorian Mintzer wrote a terrific book called The Couple’s Retirement Puzzle: 10 Must-Have Conversations for Creating an Amazing New Life Together. They wisely note that just because you’ve been together a long time doesn’t necessarily mean you can read each other’s minds. One barrier to effective communication is that fear gets in the way. One or both parties may avoid discussing an issue because they’re afraid of opening a “Pandora’s Box”. Some fears are realistic and give us warning about what we ought to be paying attention to. But Taylor and Mintzer note that other fears may be “related to a lack of information or an overreaction based on past experience.” And as noted cognitive therapist Robert Leahy says, “sometimes the disagreement we envision in our head is worse than what actually occurs.”  It’s rare for couples to always be on the exact same page. Disagreements are often due to differences of opinion, differences in your approach to problem-solving, or differences in your decision-making style. Those differences can obscure the fact that in reality you may be in greater agreement than you think. Stylistic differences can also hamper communication. Recognize them for what they are, but don’t conclude that they reflect character flaws.  Your husband isn’t necessarily uncaring because he doesn’t like talking about the future.  Your wife isn’t necessarily neurotic because she likes to talk about what’s troubling her.  The conversation is less apt to derail if you can remember that the friction you’re feeling is probably more related to style than to substance. Even if you’re unable to agree on something you both want (e.g. where you want to live), can you reach agreement on things you don’t want?  It can reduce tension if you reassure your partner that you won’t push for something that they feel is unacceptable. Individual Development Although it is important to plan together, you both need to figure out your own path as well. A very common concern involves identity. Who am I if my role changes, if I’m no longer a physician, a manager, a teacher? As Taylor and Mintzer wisely point out, “if one partner is dealing with issues of identity, chances are it affects both of you.” One of my professors, the late gero-psychologist David Gutmann discovered that with age, it’s not unusual for long-dormant aspects of our personality to emerge. For example, one member of a couple might wonder, “now that I no longer have to be the hard charging businessperson, can I also embrace the nurturing side that I had previously disavowed?”  Will your relationship flexibly accommodate such a shift if it appears? Look to Your Past Retirement is a transition, and as a couple you should consider how you’ve each dealt with past transitions. Do you deal with them differently (e.g. speed through vs. tolerate the journey) and how did you manage to support one another during the process? Thinking about how you navigated those inflection points.  Did you learn anything about yourself or your other half?  Past transitions can shed light on strengths that you can then apply to this one. For couples contemplating retirement, planning your next chapter can feel complicated. The good news is that you don’t have to do it alone. Your financial advisor has helped many other people just like you sort through the head and heart side of retirement. In the unlikely event that you reach an impasse, they should also be able to refer you to counselors who specialize in assisting couples who are going through this transition.

As an advisor, your role is to help clients prepare to exit their business, yet many people resist thinking about the future because it involves so many unknowns, decisions, and choices.  And emotions typically complicate matters further, sometimes derailing the process altogether.  Here are some questions that can help you establish rapport with your clients, learn more about their concerns, and move the conversation forward. How are you feeling about your work/profession/business these days? Which aspects of work are you still enjoying, and which are you ready to leave behind? Do you envision retiring from work at some point, or are you contemplating an encore career? What part of planning for your future feels most challenging? How do you imagine your life in retirement will be different from how it is now? What process are you using to figure out what you’ll do next after you retire? What would you like to see happen with your business long term? What options have you considered for the transfer of your business? What steps have you taken to make your business more attractive to a potential buyer? What are your concerns about transitioning your firm to new ownership? What would be your ideal scenario for transitioning out of your company? What topic(s) have we touched on today that we should put on our agenda to revisit? So, what happens after you pose a few of these questions and your clients open up about emotional matters?  Remember, the most helpful thing you can do is to listen attentively.  You’ve created a valuable opportunity for them to talk about things they may not share with other advisors.   Here are some tips for managing the conversation when clients raise emotionally loaded topics: Don’t try to “fix things” by immediately offering suggestions. Doing so sends the message that you’re uncomfortable hearing their concern.  You can offer suggestions but do so later. Don’t say anything that conveys the message that their feeling or concern is unwarranted. “There’s really no need to feel that way” or “I’m sure it will be just fine” may sound reassuring to you but could be experienced as dismissive by your client. Don’t immediately offer a logical counterpoint to your client’s emotion. Remember, feelings don’t have to make sense; they’re “as is”.  Put another way, if feelings made sense, they would be thoughts. People report concerns and characterize their feelings differently from one another, so it’s in your best interest to seek amplification and clarification by inquiring as follows . . . “I want to make sure that I understand exactly what you mean by ___.  Can you tell me more?” “People sometimes mean slightly different things when they talk about ___.  What does ___ mean for you?” “Before I suggest anything, I’d like to learn more about it from your perspective.” It’s possible that during early conversations your client may hint at mixed feelings about exiting their business.  That’s perfectly normal, but you need to bring it out into the open.  You want to foster an atmosphere such that your client keeps you apprised about where they’re at.  If they keep their ambivalence to themselves, it has greater potential to blindside you and complicate the sale.  You can say: “In my experience, it’s normal to have some mixed emotions about selling.  Those thoughts may not always be top of mind, but when they do pop up let’s be sure to talk about them.  Believe it or not, they can help inform our process and alert us to aspects of the sale that are important to you.” You may also find that your client is overly risk averse.  If so, consider saying the following: “Our work together won’t be comprehensive if we only plan for what could go wrong.  That’s just half the equation.  It’s fine to be conservative and err on the side of caution, but to be truly realistic we should also consider a range of possibilities both good and bad.”   Author’s Note:  The concepts in this article are derived from Robert Leahy’s book, Overcoming Resistance in Cognitive Therapy.  New York:  Guilford

One of the most common concerns I hear about retirement is the fear of being bored.  Given the weeks, months, and years ahead that need to be filled with something other than your job, it’s understandable.  To make matters worse, many of us know a relative or friend who was aimless and miserable in retirement.  In this article I’ll share some suggestions for how to occupy yourself, but before doing so let’s look at boredom from another angle. When you’ve spent decades being busy, having an afternoon with absolutely nothing to do can feel unsettling, especially if you were raised to value industriousness and productivity.  While those internal notions about hard work may have served you well during your career, they can become a source of distress during retirement.  It’s perfectly normal to have downtime once you’ve left your job, yet some people feel ill at ease during those periods.  The key is to adopt a broader definition of what constitutes a good use of your time.  Learn to welcome occasional idleness as a chance to recharge or reflect, or perhaps go one step further and embrace the Italian notion of “Dolce far Niente” which means “the sweetness of doing nothing.” When idle, people sometimes mislabel their discomfort as boredom.  Boredom is the belief that there is nothing interesting to do.  And yet unless you’re clinically depressed, there are probably lots of interesting options available to you.  One caveat: you’ve got to be open to the idea that something other than your former work can be fulfilling.  Let’s look at some possibilities . . . One strategy for finding compelling pursuits (shared by my friend G.C.) is to commit to trying something new each month, whether it’s taking an introductory class, trying a new restaurant, reading a new book, exploring a new neighborhood, or listening to a new podcast.  You don’t have to stick with anything unless it’s satisfying, but you must do something new each month.  An added benefit of this approach is that over time it’s a nice way to meet people (or reconnect with old friends you invite along).  If you’re having difficulty finding new things to do, you might want to visit

Do you dread networking for new business?  Here are some techniques to help you refine your approach so that networking becomes more enjoyable and productive. Several years ago I co-founded a networking group attended by experienced, successful professionals. What I didn’t anticipate was that many of these highly competent and engaging people struggled with networking. In off-line conversations they admitted to a host of challenges. Here are just a few of the things they shared with me: “I’m self-conscious in informal networking settings. I meet interesting people, but inside I’m so uncomfortable that I’m not fully there in the conversation.” “I know that I should be asking the other person thoughtful questions, but sometimes my mind just goes blank.” “My elevator speech isn’t effective.  No matter how many times I practice it and revise it, it feels like a speech instead of a conversation-starter.” “Networking conversations seem too forced and contrived to me; they just don’t feel natural.” These talented people were well informed about networking. They knew what to do, but putting it into practice was another matter entirely.  For most of these individuals it’s not that they didn’t know enough about networking. Rather, they didn’t know enough about themselves. They didn’t understand the psychological barrier that prevented them from using the networking skills they already possessed. Most networking experts are quick to point out that the process is not about you; it’s about getting to know others and determining how you can help them. The individuals in my networking group would readily and enthusiastically agree with that notion. They were sincerely interested in others and yet in networking situations they still found themselves feeling ill at ease, distracted by their own internal state instead of focusing on the people they’re meeting. Why does this happen? In some cases it’s because they get tripped up by their own expectations. They tend to remember past networking encounters that didn’t go well, forgetting about the ones that were uneventful or good. Because of their selective memory they anticipate that subsequent networking encounters will be uncomfortable. As a result, they’re primed in advance to notice any self-consciousness or anxiety – and they get distracted from connecting with the person in front of them. In other cases, it’s because they’ve prepared themselves on the outside but not on the inside. They rehearsed their elevator speech so that they would sound natural. They put business cards in their pocket and made sure their shoes were shined. If it was a virtual gathering, they double checked their background and lighting. They thought about topics for conversation. All of that is fine, but it has very little to do with getting to know others and trying to help them. There is a disconnect between what they’ve prepared for versus what they’re trying to accomplish. No wonder they’re uncomfortable! Here are some things you can do to prepare yourself before a networking event: Remind yourself that your goal is not simply to initiate LinkedIn connections, and that it is extraordinarily unlikely that you will meet someone who is a perfect match for your product or service. Your primary goal is to get to know people and to determine how you might help them. Look through your own list of contacts.  Identify at least a half-dozen people who you could envision attending the networking event with you. Now that they’re top of mind, you’ll be better prepared to connect them to new people you meet at the event. Give some thought to how you can get to know the people you’ll be meeting. Don’t want to get stuck in the same old tired dialogue? Then don’t ask the same old questions. I like to make sure that I have a clear understanding of the other person’s work so I often ask, “When I’m with my own clients, how would I know if they were a perfect fit for your product/service? Put more simply, what should I be listening for?” Encounters between even the most well-prepared and thoughtful networkers can occasionally falter. Sometimes the conversation just doesn’t flow, or it stalls out despite your best efforts. And just because you’re trying to get to know someone doesn’t mean that you’ll click with him or her. I know a businesswoman who used to shy away from networking situations because she feared getting stuck in conversations that were going nowhere. She was concerned about appearing insincere or rude if she tried to extricate herself. I helped her rehearse a genuine yet gracious exit: “Thanks very much for telling me about your work; hopefully I’ll meet someone else here I can connect you with.” Networking can be enjoyable and profitable on many levels if you adopt the right mindset. A little bit of inner preparation can go a long way toward helping you focus outside of yourself, which is the best way to meet others. © Larry Gard, Ph.D.  2023

Just because you run a successful business doesn’t necessarily mean that you will exit from it successfully. Planning can increase the odds that you will transfer your business on terms you’re comfortable with.  Yet very few business owners engage in proactive exit planning, failing to establish arrangements for a thoughtful transfer of ownership that protects their interests and the interests of other stakeholders including employees, vendors, and valued clients.  As a psychologist who works with late career individuals, here are six obstacles I frequently see that make it harder for business owners to plan for their exit. Inertia Exiting from your business takes time and energy.  Your advisors will make things as efficient as possible, but you will still need to devote considerable resources to the process.  It’s not surprising that a busy owner would prefer to focus on running their business rather than adding another item to their agenda.  Particularly if all is well it’s easy to say, “I’ll deal with exit planning when the time comes.”  Allowing yourself and the business to coast along can be tempting, but you run the risk of not being ready when a good exit opportunity comes along.  Related to inertia is the fear of making a mistake.  Some owners worry that they will regret selling, so they opt not to prepare for their exit in any substantive way. Resistance to change  Many business owners attribute their success to sticking with a winning formula.  They’re not interested in making modifications that could make the business easier or more profitable to sell, nor are they comfortable knowing that a buyer might make big changes to their company, and thus they avoid exit planning.  Others are wary of how their lives might change once they do exit.  Will their scope of authority diminish during the buyout period?  Will others still treat them with respect?  As an owner, you need to consider how your roles might change (in your family, company, and community) once you leave work.  How will it feel to relinquish some of those roles, and what new ones might you take on? Biased thinking If human beings were 100% rational, I’d be out of business. There are lots of ways that we can be our own worst enemy and shoot ourselves in the foot.  Let me point out two very common human biases that can impact our planning for the future. Confirmation bias is our tendency to look for evidence that supports our beliefs, while discounting or ignoring evidence to the contrary.  Think about how this might trip you up if you’re exiting your business.  For example, when it comes to assessing the worth of your business, this bias might lead you to reject an objective valuation. If you’re considering appointing a successor, this bias could cloud your judgement regarding the ability of key staff or family members to take the helm. Another pothole to watch out for is the availability bias.  That’s the tendency to make judgments about the likelihood of something based on how readily and vividly examples come to mind.   Let’s imagine that in the past month, you ran into two friends who both said they were unhappy after selling their companies to private equity firms.  Do you think you would be fully objective if your advisor raised the same idea in your next meeting? Loss of identity The thought of no longer working may sound appealing, but for many people it’s extremely unsettling because so much of who they are is wrapped up in their job.  Reverend William Byron wrote, “if you are what you do, when you don’t, you aren’t.”  Our personal identity can be threatened by the loss of our work role, particularly if we have not established and developed other aspects of ourselves outside of work.  It’s analogous to diversification in financial matters.  You’re better able to handle a downturn in the market if your portfolio is diversified.  Similarly, you’ll be better positioned to deal with the loss of your work identity if you can tap into other sides of yourself.  Recognizing your identity (beyond work) may seem daunting in the abstract, but I’ve found that most people can make progress if they spend some time looking for patterns in their historical experiences and relationships. Your personal history Speaking of history, our early family experiences can shape our assumptions and expectations about exiting work.  For example, some people find it hard to envision stopping because they never had a role model of life after work; their parents worked until they got sick.  Others saw friends or relatives who fared poorly in retirement, and they worry that the same fate will befall them. I hear from business owners all the time who attribute their parent’s death to retirement. They insist that they themselves have no intention to stop working, proclaiming “they’ll have to carry me out on a stretcher.”  I admire their fortitude, but their decision to remain at work indefinitely may not be optimal for the company nor is it objective.  Ask yourself, are you playing these historical tapes internally?  If so, is it really in your best interest and that of your business? Uncertainty about the future Exit planning involves grappling with unknowns, decisions, and choices.  What is the best option for transferring ownership?  What will happen to your company when you’re no longer there?  What will your life be like after the sale?  How will you structure your time?  These are huge questions, and without a crystal ball the uncertainties can feel overwhelming.  Your advisors can be of great help, but don’t overlook the lessons you’ve learned from past transitions.  Think about past inflection points in your life when you faced major uncertainty.  How did you handle those situations?  Did you learn something about making decisions in the face of the unknown?  Can you apply that wisdom to your current circumstances? Eventually you will exit If you’re a business owner, in the future you won’t be.  It’s just that simple.  There is no escaping the reality that eventually you will exit from your business.  If you wait to plan until it feels perfectly right, you might be waiting a long time.  Don’t expect that this process will be without some misgivings, ambivalence, and uncertainty.  Don’t allow yourself to be paralyzed by those psychological obstacles, and don’t feel as if you can’t talk about them.  A trusted exit advisor can guide and support you as you navigate the emotional side of leaving your business. Larry Gard, Ph.D. is a psychologist and author of the book “Done with Work: A dozen perspectives on the decision to retire”.  He provides pre-retirement coaching to late career professionals and business owners.  For more information, please visit

Pre-retirement coaching is designed to help late career professionals and business owners sort through the head and heart side of the retirement transition.  For those who have never availed themselves of coaching, the process might seem like a black box.  How does coaching help a person get from point A to point B?  This chart presents one example of how coaching addressed a client’s key objectives . . .

For many of us, work is a primary source of accomplishment and pride.  Throughout the course of our career, we point to projects completed, problems solved, and people helped.  If you’re contemplating retirement, it’s easy to imagine you will find yourself missing the satisfaction that comes from a job well done, not to mention dwelling on the things left undone. Unfinished business and unmet goals can make it hard to stop working.  Our inclination to focus on what we didn’t accomplish reflects a psychological phenomenon called the Zeigarnik effect.  It’s the tendency to remember interrupted or incomplete tasks more easily than those that have been completed.  This phenomenon was first noticed in the early 1900’s and has been reproduced in a number of studies.  The point here is, just because we more easily remember what is unfinished doesn’t mean those things should unduly influence our decision about stopping work.  There is no guarantee that if you stay on longer or put more pieces in place, what was unfinished will finally be achieved. You should also prepare yourself for the possibility that once you leave, your place of business will change.  The processes and priorities you established may be altered, no matter how much you carved them in stone.  The goals you sought may be set aside by others.  How will you react if you learn that your successors changed (or eliminated) projects that were important to you?  After you exit, will new employees even learn of your history with the firm?  Nobody wants to be forgotten, but keep in mind that regardless of your legacy your departure will create an opportunity for others at the organization to step up, make their own contributions, and take pride in their own achievements.   Other points to consider Some people remain in their job or business long after they should because work is their primary source of accomplishment and pride.  They continue to work, by default and sometimes against their own interests, because they haven’t explored other ways of making noteworthy, meaningful contributions.  They might be well served if they could broaden their definition of what constitutes an accomplishment.  Allow me to offer an automotive analogy.  Driving is not just about reaching a destination or how fast you get there.  It also involves your ability to read traffic, avoid hazards, and treat other motorists with courtesy.  Accomplishments in your career are more than just goals met.  They can also be the skills you’ve mastered, the people you’ve mentored, and the mistakes you’ve learned from.  Perhaps you’ve accomplished more than you realize!

There is something I’ve noticed when people tell me about their first year of retirement.  Occasionally they will mention adjusting to living on a fixed income, but more often it’s the non-financial side of things that occupies their mind. In some instances they sound pleased. For example, they’re eager to talk about new hobbies, interests, or educational pursuits. In other cases, they’re more negative. They’re feeling unsettled in a new home, unmoored without their former routine, or unhappy with how they’re spending their days. The financial services industry has done much to educate Americans about saving for retirement.  Sound fiscal preparation is essential, but we also need to prepare ourselves for the head and heart side of this transition.  Preparing ourselves psychologically is challenging, in part because unlike financial planning, there is very little “hard” data.  Instead, we’re asked to consider subjective factors like beliefs, emotions, values, and the like. There are many things we tell ourselves that prevent us from doing this important psychological work.  Here are five things I hear quite often: I’ll figure it out when the time comes. You’ve never had a hard time deciding what to do on weekends and vacations, and you have a long list of interests you intend to explore once your time is your own. It’s great that you’re able to occupy yourself, but we’re not talking about two days or two weeks here.  Depending on your health your retirement may be measured in decades; you need to plan accordingly.  Similarly, the list of interests you hope to explore could be insufficient if it’s not fully thought through.  For example, becoming fluent in Spanish might be something that you always wanted to do and it might help keep your mind sharp, but are you really willing to put in the effort?  Playing golf several times per week may sound appealing and for some people it’s quite satisfying, but others find after a while that it falls short, failing to fuel their sense of purpose. I’ll become a part time consultant, so I don’t need to think about retirement. People over 50 are more entrepreneurial than is commonly believed.  Rather than retiring, many opt to start a consulting business based on their decades of experience.  On paper it certainly makes sense. They still have industry contacts, their knowledge is encyclopedic, and they’re keen to continue working.  I’ve met lots of people who successfully made this transition late in their career, but I’ve met just as many who struggled. Most of them were talented, decent, and hard-working, but they vastly underestimated the headwinds they would face striking out on their own. True, they had industry contacts, but many no longer wielded the influence they once did.  They counted on known referral sources, but age bias led some of those sources to look elsewhere. They were experts in their field, but it didn’t guarantee that prospective clients would beat a path to their door.  I’m not suggesting that consulting isn’t an option, but it requires an extremely clear-eyed assessment of your strengths, limitations, and the marketplace. I love my work and have no intention of stopping. Good for you, but I respectfully suggest that life has a way of throwing us curveballs as well as unexpected opportunities, so you might want to have a Plan-B.  What if you receive an unsolicited yet compelling offer for your business?  What if the firm you work for is purchased by a competitor that wants to clean house?  What if your health suddenly declines?  The point is, even if you want to keep working you may change your mind or life might change it for you.  Giving some serious thought to how you could enjoy life beyond work can provide you with greater flexibility and help you adapt if your next chapter is different than what you thought it would be. My father retired and within a year he got sick. There is no doubt that our family history can significantly influence the decisions that we make.  Many of my clients have shared how a relative’s experience with retirement affected their own beliefs and feelings about leaving work. Watching a parent or grandparent suffer in retirement can have a profound and lasting impact. That can’t be denied, but it’s important to remember that this doesn’t have to be your mother’s or grandfather’s retirement.  With some thoughtful planning you may have far more options than they did and more time to enjoy them. None of my friends who retired gave it much thought and they seem to be doing just fine. It’s possible that some of your friends moved smoothly into retirement without preparing for it psychologically, but your assertion could be mistaken.  First of all, getting oneself emotionally ready for this transition is typically a private process, so it’s unlikely you can ever really know exactly how much thought your friends put into it.  Secondly, your sense that they are doing fine may be clouded, either by their effort to portray themselves in a good light and/or your desire to see them that way. We tell ourselves these things not just because we believe them, but because they help us avoid the hard work of emotionally preparing ourselves for what could be the biggest transition in our life.  If you want to avoid feeling bored, aimless, unproductive, or dissatisfied, your retirement planning needs to include psychological preparation.

Ninth article in a series . . . If you work as a business advisor, you know that engagements can be unpredictable.  Whether helping the owner take advantage of a changing marketplace, or optimizing the business to prepare it for sale, these initiatives typically involve significant planning, coordination, and effort from both advisors and their clients.  Despite the best of intentions, these large-scale projects don’t always proceed smoothly. There are many things that can affect the advisor-client relationship and make it harder for clients to accomplish the tasks associated with the project.  This is the ninth and final article in a series highlighting matters that should be considered by advisors and clients before they agree to work together. “Many of life’s failures are people who did not realize how close they were to success when they gave up.”  – Thomas Edison By their very nature some projects are long, involved, and complex.  Even short-term projects can run into delays, complications, and unforeseen difficulties that extend the duration of the work.  If clients lose interest or give up easily in the face of obstacles, they may find it hard to remain enthusiastic and engaged throughout the course of the project, threatening its success. Consider the case of Leslie.  An accountant by training, she was also an accomplished cook who found great satisfaction baking bread for her family and friends.  When the pandemic struck her accounting practice dwindled, and Leslie found herself making more loaves than ever before.  She decided that this was her opportunity to make a career change.  Leslie hired an advisor to craft a detailed roadmap, listing the tasks ahead of her and suggestions for how to approach them.  Leslie had already drafted a business plan, so she and her advisor turned their attention to securing funding and finding suitable space.  With her accounting background Leslie easily understood the various loan options available, but she was disappointed to learn that the pandemic had slowed approval decisions and caused some institutions to tighten their lending standards.  Although she was excited about finding a space for her bakery, she found the real estate hunt to be physically and emotionally draining.  It seemed as if every commercial space she saw had a significant flaw; either the rent was too high, the cooking area required too much renovation, parking was difficult, and so on.  After three months of looking for a loan and a location Leslie felt discouraged, and she asked her advisor if they could put the project on hold for a few weeks.  Two months later she took a part-time accounting job with an old friend. Given the magnitude of this project, Leslie’s advisor probably should have tried up front to gauge her ability to persevere by saying, “I’m eager to help you succeed.  Tell me about other big projects or initiatives you’ve pursued besides this one.” Sometimes an advisor can forestall a client’s discouragement by discussing the project and identifying challenges in advance.  The advisor might have said, “Let’s review the steps and timeline for this project so you can see the entire sequence and get a feel for the scope of what we’ll be doing together.  Before we begin each stage of the project, we should go over the specific tasks each of us will tackle.  That will give us a chance to spot any potential delays or hurdles we should watch out for.” Not all clients give up easily.  Some are more than willing to stick with a long-term project even if obstacles are encountered.  They will likely remain interested and engaged throughout the course of the project and anticipate the same from their advisor.  Such persistence is a strength, but both parties should be willing to switch gears if they find themselves investing too much energy pursuing the impossible.  The advisor might say, “I appreciate your effort to stick with this project even if it hits some roadblocks.  That kind of persistence will help us carry this past the finish line. That said, we will also need to be willing to switch gears if we find ourselves trying to make the unworkable work.” This is the final article in the series titled “Assessing the Advisor-Client Relationship”.  Each week, I explored a new element affecting the advisor-client relationship in some detail.  These articles were intended to help you understand potential opportunities and obstacles when working on long-term strategic engagements. Please feel free to reach out for more information or assistance proactively assessing the potential advisory relationship.

Eighth article in a series . . . If you work as a business advisor, you know that engagements can be unpredictable.  Whether helping the owner take advantage of a changing marketplace, or optimizing the business to prepare it for sale, these initiatives typically involve significant planning, coordination, and effort from both advisors and their clients.  Despite the best of intentions, these large-scale projects don’t always proceed smoothly. There are many things that can affect the advisor-client relationship and make it harder for clients to accomplish the tasks associated with the project.  This article is the eighth in a series highlighting matters that should be considered by advisors and clients before they agree to work together. “Whether you think you can, or you think you can’t – you’re right.”   – Henry Ford You may provide clients with terrific suggestions and outstanding advice, but in most instances it remains up to them to follow through with your guidance.  Even if your client has the time, motivation, and skills necessary to carry out your recommendations, they may struggle if they doubt their own abilities.  If your clients don’t believe in themselves, they may hesitate to act, sabotage their own effort, request easy solutions that prove to be insufficient, or reject your advice altogether. Consider the case of Brandon, the 37-year-old owner of a small firm that fabricates custom architectural detailing for historic buildings.  Brandon invested in the equipment necessary to make interior and exterior pieces from limestone and terra cotta, but his time and energy had been consumed helping his employees produce products that were precisely crafted and historically accurate.  Knowing that he needed to get the word out about his business, Brandon hired a marketing consultant.  The advisor put together a comprehensive plan that included producing short videos highlighting product installations, and he identified opportunities for Brandon to speak at upcoming conferences geared toward architects and contractors.  Brandon knew that these were worthwhile steps he could take.  Unfortunately, he disliked public speaking and he was reticent about appearing on camera.  Deep down, he simply didn’t see himself as someone who could market his business.  He declined the advisor’s suggestions and settled instead for a refreshed website that he hoped might showcase his firm’s work. In their first meeting, the advisor might have asked Brandon about past challenges by inquiring, “what sort of business problems have you faced before and how do they compare to this one?”  The advisor could have added, “I want to address any concerns you have about this project.  As you think about marketing your firm, are there any aspects of doing so that might be a stretch for you?”  In response, Brandon might have mentioned his discomfort serving as the public face of his company, and the advisor could have tailored his recommendations accordingly.  For example, he could have suggested that Brandon help write scripts for the videos and ask his employees if they wanted on-camera roles. Clients won’t always admit that they lack confidence in their ability to resolve business problems.  Advisors need to be attuned to signals that their client is uncomfortable.  In the scenario above, Brandon might have verbally agreed that speaking to architects was a good idea, but his facial expression was probably less than enthusiastic. This is the eighth in a weekly article series titled “Assessing the Advisor-Client Relationship”.  Each week, I will explore a new element affecting the advisor-client relationship in some detail.  These articles will help you understand potential opportunities and obstacles when working on long-term strategic engagements.  The next article, the last in this series, will explore the client’s level of persistence. Please feel free to reach out for more information or assistance proactively assessing the potential advisory relationship.

Seventh article in a series . . . If you work as a business advisor, you know that engagements can be unpredictable.  Whether helping the owner take advantage of a changing marketplace, or optimizing the business to prepare it for sale, these initiatives typically involve significant planning, coordination, and effort from both advisors and their clients.  Despite the best of intentions, these large-scale projects don’t always proceed smoothly. There are many things that can affect the advisor-client relationship and make it harder for clients to accomplish the tasks associated with the project.  This article is the seventh in a series highlighting matters that should be considered by advisors and clients before they agree to work together. “If I would have listened to the naysayers, I would still be in the Austrian Alps yodeling” – Arnold Schwarzennegger As an advisor, most of your interactions will be solely with the business owner unless the project intentionally involves other staff.  In some cases, the owner may even ask you to act on their behalf; for example, you may be asked to identify and screen high level job candidates.  But no matter how the project is structured, there will likely be other stakeholders who have opinions, needs, and priorities that differ from those of your client. Consider the case of Kevin, who built a business providing damage restoration and clean-up services for residential customers.  His 10-person crew operated out of 5 trucks.  Kevin wanted to expand into two adjacent counties to take advantage of their rapid growth in population.  His  advisor suggested that he solicit commercial accounts, even though doing so would require additional skills and credentialing for his staff. Kevin was excited about the prospect of gaining new clients.  He told his team that the advisor would help identify potential commercial customers and determine what specific remediation services they might need.  The next day Kevin’s Service Manager asked to speak with him.  He was concerned that handling commercial accounts could be complicated and potentially unsafe and he didn’t think the current crew would be able to master the specialized training needed to address chemical spills and hazardous waste clean-up.  Kevin was more optimistic than his Service Manager, but he was worried about creating ill will and he didn’t want to provoke a power struggle over the issue.  He told his advisor the growth strategy would need to focus solely on the residential market. Change, even that which is well-conceived and communicated, is not always welcome by those affected by it.  Clients like Kevin are vulnerable to objections raised by others, which can undo hours if not weeks of planning.  His advisor might have seen evidence of Kevin’s vulnerability if he had explored this early on by saying, “Kevin, tell me about a business situation where you had to make a tough choice.  For example, letting go of someone even though it was difficult, or choosing an option that displeased an important stakeholder.” Even if a client appears confident in their ability to secure the backing of stakeholders, the advisor should review various scenarios with them beforehand.  The advisor might introduce the topic by saying, “If our work leads to new initiatives or even modest changes in your operations, it’s possible there could be some pushback.  As the project unfolds, we should schedule time periodically to discuss the best way to communicate changes, and plan how to respond to any stakeholder objections.” This doesn’t mean that stakeholder objections are to be viewed as obstacles or irritants.  To the contrary, advisors should help clients give strategic thought and consideration to potential stakeholder concerns and adjust their planning accordingly.  For example, in the scenario above, Kevin’s advisor should have thought about how his recommendation might impact the staff.  He might have then proposed an incremental approach to staff training and service roll-out. This is the seventh in a weekly article series titled “Assessing the Advisor-Client Relationship”.  Each week, I will explore a new element affecting the advisor-client relationship in some detail.  These articles will help you understand potential opportunities and obstacles when working on long-term strategic engagements.  The next article will explore the client’s sense of self-efficacy. Please feel free to reach out for more information or assistance proactively assessing the potential advisory relationship.

Sixth article in a series . . . If you work as a business advisor, you know that engagements can be unpredictable.  Whether helping the owner take advantage of a changing marketplace, or optimizing the business to prepare it for sale, these initiatives typically involve significant planning, coordination, and effort from both advisors and their clients.  Despite the best of intentions, these large-scale projects don’t always proceed smoothly. There are many things that can affect the advisor-client relationship and make it harder for clients to accomplish the tasks associated with the project.  This article is the sixth in a series highlighting matters that should be considered by advisors and clients before they agree to work together. “Progress is impossible without change, and those who cannot change their minds cannot change anything.”   – George Bernard Shaw Business advisors frequently ask me about a behavior they find counterintuitive and puzzling.  They’re approached by prospective clients who have identified them as exactly the expert they need, they ask for recommendations, they seem on board with a proposed plan of action, but then they ultimately reject the advisor’s good counsel. Consider the case of Scott, the 47-year-old founder of a firm that provided security personnel for commercial clients such as hotels, office buildings, and retail merchants.  His clients were increasingly interested in advanced technology rather than simply relying on security guards.  Scott believed technology was unreliable, and he felt the best solution was to deploy additional personnel.  Most of his clients resisted that approach, and Scott was concerned about the long-term viability of his business.  He sought guidance from an advisor who had experience consulting with corporations around large-scale security upgrades.  The advisor affirmed that many clients were implementing technological solutions, but he also opined that security technology is only as good as the people monitoring it.  He advised Scott to focus on building a smaller but more technically proficient team of guards who could augment and interact seamlessly with the security systems being purchased by his clients.  Scott quickly dismissed this suggestion and the advisor, noting that the last thing that made sense to him was to field fewer personnel. Clients like Scott who have firmly held ideas about their business may not view problems the same way the advisor does.  They may overlook factors that contribute to a business problem, making it harder to implement an effective solution.  In some cases, they find it difficult to accept the advisor’s recommendations. Both parties should have an initial discussion to explore the degree to which client feels comfortable with the advisor’s perspective.  In some instances, the Advisor may find it helpful to give client additional time to consider and embrace certain proposed ideas and solutions.  Here is one way to begin the discussion: “I want to make sure we have a shared understanding about the challenges facing the business and how to address them.  It’s important that throughout this project you’re comfortable with my observations, ideas, and proposals.  I wouldn’t expect you to instantly agree with everything I suggest, but if you’re not fully on board with something we need to talk about it, o.k.?  So, based on what we’ve discussed thus far, how does it sit with you?  Is there anything you have some reservations about?  Anything you would like time to consider further? It may become apparent that a client is so wedded to their beliefs that they rebuff the advisor’s suggestions.  If they still seem open to dialogue, an advisor might try the following approach: “My sense is that you have some strong convictions about your business.  No doubt they’re rooted in years of experience.  The same is true for me.  In my experience, clients aren’t always 100% on board with certain recommendations when they first hear them.  I totally understand; my suggestions may seem like an outsider’s perspective, but I trust you can see the advantage in that.  If you aren’t fully comfortable with an idea I propose, let’s discuss it and see if we can fit it within your framework.  I would hate to see us overlook a potential solution.” This is the sixth in a weekly article series titled “Assessing the Advisor-Client Relationship”.  Each week, I will explore a new element affecting the advisor-client relationship in some detail.  These articles will help you understand potential opportunities and obstacles when working on long-term strategic engagements.  The next article will explore the client’s ability to resist pressure from various stakeholders. Please feel free to reach out for more information or assistance proactively assessing the potential advisory relationship.

Fifth article in a series . . .  If you work as a business advisor, you know that engagements can be unpredictable.  Whether helping the owner take advantage of a changing marketplace, or optimizing the business to prepare it for sale, these initiatives typically involve significant planning, coordination, and effort from both advisors and their clients.  Despite the best of intentions, these large-scale projects don’t always proceed smoothly. There are many things that can affect the advisor-client relationship and make it harder for clients to accomplish the tasks associated with the project.  This article is the fifth in a series highlighting matters that should be considered by advisors and clients before they agree to work together. “How does a project get to be a year behind schedule?  One day at a time.”  – Fred Brooks Once clients decide to reach out to a business advisor they may convey a sense of urgency about getting started.  Eager to see results, they quickly fill out and return initial documents and questionnaires.  As an advisor you know that projects benefit from forward momentum and progress helps sustain the advisory relationship; you welcome their enthusiasm. However, as the project gets underway some of these very same clients slow down.  Their need no longer seems so pressing, they postpone meetings and put off making decisions.  The project becomes bogged down by delays and distractions.  When the client does act it’s last-minute, hurried, and subject to error. “I like work: it fascinates me. I can sit and look at it for hours.”   – Jerome K. Jerome Research indicates that approximately one-fifth of the adult population regard themselves as having great difficulty initiating or completing tasks and commitments (Harriott and Ferrari, 1996).  Procrastination takes multiple forms.  Many people don’t like being rushed, others don’t like to make decisions, and some simply use their time poorly. Consider the case of Elaine, the 35-year-old owner of a light fixture business founded by her father.  Elaine took the reins from him six months earlier, and she wanted to expand their product line considerably.  She hired an advisor to help her decide which new products to focus on, secure funding to cover development costs, and weigh moving to an upgraded manufacturing facility.  The first two meetings between Elaine and her advisor were animated; they seemed to energize one another as they discussed possibilities for the firm’s future.  The advisor mentioned that grant money might be available for Elaine’s expansion. The advisor downloaded the grant application and emailed it to Elaine, along with detailed information about design trends and forecasts in the lighting industry.  She checked in with Elaine five days later.  Elaine apologized and said she hadn’t yet opened the email, but she promised to do so later that afternoon.  They agreed to talk again in a few days but when the advisor phoned, Elaine’s voicemail greeting indicated that she would be out of the office for a week.  The project limped forward but Elaine missed the deadline for the grant application. Had the advisor been aware of Elaine’s tendency to procrastinate, she could have taken steps to mitigate its effect on the project.  She could have emphasized the grant application deadline and provided Elaine with an estimate of how long it would take to complete it.  More broadly, she could have listed the steps and tasks associated with the project, and with Elaine’s input drafted a timeline that laid out responsibilities and deadlines.  Here are some things she might have said: “This project has a couple of deadlines we should keep in mind; let’s review them so you don’t miss any opportunities.” “To help you plan, I thought you might like to see how much time other clients spent completing various tasks associated with this sort of project.” “I’ve drafted a timeline that can help us stay on track.  I’d like to go over it to see if it seems reasonable or needs any adjustments.” Could the advisor have recognized Elaine’s tendency to procrastinate up front?  Possibly. In their first meeting she might have asked Elaine some questions to assess how she gets things done, such as: “Tell me about other initiatives you’ve spearheaded. What was it like getting from the planning stage to completion?” “As you think about working on this project, what are some other things on your plate that will compete for your time?” Sometimes, if overused, our strengths can work against us.  Consider the client who meets business deadlines far in advance, makes decisions without delay, and accomplishes tasks promptly. This type of client doesn’t waste time and will likely expect the same from the advisor. That’s generally a good thing, but you should ensure that the client doesn’t feel undue pressure to complete assignments or make crucial decisions too quickly.  You could say: “Your diligence will really help us stay on track.  I’ll do my best to keep things moving on my end as well.  That said, it’s possible there will be a few decision points where I may actually tap the brakes to make sure we’re covering all our bases.” This is the fifth in a weekly article series titled “Assessing the Advisor-Client Relationship”.  Each week, I will explore a new element affecting the advisor-client relationship in some detail.  These articles will help you understand potential opportunities and obstacles when working on long-term strategic engagements.  The next article will explore the client’s openness to new ideas. Please feel free to reach out for more information or assistance proactively assessing the potential advisory relationship. Reference: Harriott, J., and Ferrari, J. R. (1996). Prevalence of procrastination among samples of adults. Psychological Reports. 78, 611–616.

Fourth article in a series . . . If you work as a business advisor, you know that engagements can be unpredictable.  Whether helping the owner take advantage of a changing marketplace, or optimizing the business to prepare it for sale, these initiatives typically involve significant planning, coordination, and effort from both advisors and their clients.  Despite the best of intentions, these large-scale projects don’t always proceed smoothly. There are many things that can affect the advisor-client relationship and make it harder for clients to accomplish the tasks associated with the project.  This article is the fourth in a series highlighting matters that should be considered by advisors and clients before they agree to work together. “The past cannot be changed.  The future is yet in your power.”   – Mary Pickford Clients vary in the degree to which they think about and plan for the future of their business.  Those who give sufficient thought to long-range planning will be better positioned to respond to future opportunities and challenges. They will make better informed long-term business decisions that are more consistent with their goals. Advisors should consider how the current project contributes to the client’s business in the long run.  They should also be alert to matters that need to be resolved before the project begins.  They can begin the discussion by asking, “What impact do you expect this project will have on your business?” or “How does this project fit within the context of your long-range business goals?” Not every client has a strong future orientation.  They may be preoccupied with current affairs, or they believe that if they concentrate on matters at hand then the future will take care of itself.  Some people, because of their unique history, may not be wholly comfortable focusing on the future let alone planning for it.  They may dwell on the challenges they envision or the uncertainties they’re experiencing. Consider Paula, a mid-career architect with an expanding practice she could no longer keep up with on her own.  She debated whether to invite a junior colleague to join her in the business, but she had experienced several downturns in her profession over the years and she worried that growth would be difficult to sustain. With all the unknowns, she found herself unable to focus beyond the next couple of years with any degree of confidence.  She decided to hire an advisor to help her map out and execute a strategic plan.  As the advisor inquired about her goals for the practice, Paula grew quiet and non-committal.  Her advisor made the following observation: “My sense is that you’ve not had a chance to do much long-range preparation. That’s understandable; you’ve got a lot on your plate right now plus you’ve seen your share of recessions.  So, before we focus on specific goals let’s step back a bit and talk about the broad range of possibilities for your practice.” Paula became more comfortable with the conversation, especially after her advisor pointed out that by planning for the future, she would be better positioned to take advantage of opportunities that might emerge. Feeling that Paula was now more open to establishing short-term and long-term goals, her advisor suggested that they work on a planning exercise in their next meeting. Clients are more apt to accept an advisor’s recommendations if they see that there is a clear path linking the present to a desired future state.  Sometimes they just need a little help to be more forward thinking. This is the fourth in a weekly article series titled “Assessing the Advisor-Client Relationship”.  Each week, I will explore a new element affecting the advisor-client relationship in some detail.  These articles will help you understand potential opportunities and obstacles when working on long-term strategic engagements.  The next article will explore the client’s tendency to procrastinate. Please feel free to reach out for more information or assistance proactively assessing the potential advisory relationship.  

Third article in a series . . . If you work as a business advisor, you know that engagements can be unpredictable.  Whether helping the owner take advantage of a changing marketplace, or optimizing the business to prepare it for sale, these initiatives typically involve significant planning, coordination, and effort from both advisors and their clients.  Despite the best of intentions, these large-scale projects don’t always proceed smoothly. There are many things that can affect the advisor-client relationship and make it harder for clients to accomplish the tasks associated with the project.  This article is the third in a series highlighting matters that should be considered by advisors and clients before they agree to work together. “In life, change is inevitable.  In business, change is vital”    – Warren G. Bennis It’s very common for clients to seek a business advisor to help them make modifications or improvements to their business.  They may genuinely want things to be different, but that doesn’t necessarily mean that they are comfortable initiating and implementing changes to their business. Consider the case of Sam, the 70-year-old owner of a firm that brokered construction equipment.  Sam hoped to fund his retirement from the sale of the business, and he engaged an advisor to help him streamline the operation so that it would be more appealing to a buyer.  Sam had an encyclopedic knowledge of nearly every piece of large machinery east of the Mississippi and he was acquainted with many of the larger buyers and sellers in the region.  The advisor recommended that Sam embrace the Internet and list his inventory on his website.  Sam felt his success was due to his telephone outreach to prospects and he wasn’t keen on shifting toward an online approach.  He rejected the advisor’s advice and terminated the engagement. Advisors should discuss the amount of change that will likely be required to meet the goals of the project, and they should explore the prospective client’s attitude toward change.  The advisor may acknowledge that change can be difficult, but both parties should focus on the benefits that will accrue from the change(s) rather than the effort involved.  Here is one way to begin the conversation: “This project could involve making some significant changes to your business.  Please tell me about a past instance when you modified your standard operating procedure.  What led up to it, and what was it like for you and your employees?” The advisor should listen to determine whether the client was proactive in making the change, or at least didn’t wait until the situation was dire.  Was the client nervous about the prospect of change or did they see it as a potentially helpful step?  Did the client accept guidance from experts and advisors regarding the change?  Did the client take an active role in implementing the change and help staff adjust to it? If the client appears reticent about making changes, the advisor might say the following: “My sense is that all things being equal, you’re not necessarily inclined to make changes in your business. That’s understandable; even if it leads to a good outcome, change isn’t always easy.  Let’s talk about how much and what type of changes this project might involve.  That way, if there are certain things you would be uncomfortable with, we’ll know that ahead of time and can discuss options and alternatives.” It’s possible that a client may be extremely eager to make changes and solicit (if not expect) suggestions from their advisor.  This may appear to be a client strength, but keep in mind that our weaknesses are often our strengths taken to excess.  Both parties will need to ensure that the client’s embrace of change doesn’t inadvertently lead to the pursuit of unnecessary modifications.  If the client appears too eager to make changes or wants to make too many, too quickly, the advisor might counsel: “I can appreciate how invested you are in making changes, but we also need to make sure we’re strategic in how we roll them out.  Let’s talk about which ones should be prioritized, how we can get the most leverage out of them, and so forth.” This is the third in a weekly article series titled “Assessing the Advisor-Client Relationship”.  Each week, I will explore a new element affecting the advisor-client relationship in some detail.  These articles will help you understand potential opportunities and obstacles when working on long-term strategic engagements.  The next article will explore the client’s future time perspective. Please feel free to reach out for more information or assistance proactively assessing the potential advisory relationship.