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Learn to See Yourself Clearly Through the Johari Window

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Michael Futterman speaks at a general session at last month’s FPA Retreat.

When I’ve watched Phil Jackson coach basketball teams, it always struck me as significant that Michael Jordan didn’t go that route. Jackson and Jordan had great synergy and Jordan offered so much guidance to the Chicago Bulls.

Then again, it’s easy to attribute positive qualities to professional athletes. These hard workers are usually filled with a drive for excellence, they work well around people with a shared intensity, they have a unique ability to thrive under pressure and they condition themselves to rise to challenges.

Many of these skills helped my client, a former professional athlete, become a successful adviser. Branch management recognized his growth and recommended he take on a partner and two or three junior advisers to further grow his business.

Unfortunately, not every athlete is meant to become a coach. Being good at something doesn’t mean you are good at teaching it. Tragically, many skilled people fail to see the limits of their capability. As we train clients to build superior teams through the Knowledge Labs™ Elements of Extraordinary Teamwork, we often find that a healthy dose of self-awareness can help put people on the right track to working better with those they need to help grow their business.

A few short months later, I sat in my client’s office listening to him express frustration and anger with his junior advisers. Exasperated, my client said, “I emailed how I do it! I don’t get what’s so difficult to understand!”

What is the Johari Window and How Can It Help?

As I listened to my client explain the problems at his office, I realized a tool called the Johari Window would have come in handy before the new staff members joined his team. Created by psychologists Joseph Luft and Harrington Ingham, the Johari Window is composed of four quadrants:

The open quadrant: things you know about yourself and peers know about you. The open quadrant contains obvious or explicit information. Although it’s helpful, this material can obscure or influence the information in other quadrants. For example, one might see my client, a successful adviser, and assume he will be adept at training junior advisers.

The hidden quadrant: things you know about yourself that other people don’t know. Based on his background, branch management felt my client would be comfortable engaging in the journey that growing a new team often requires. I asked a couple of questions and learned something my client knew, but his peers didn’t.

I asked him why he chose to email directions to junior advisers, instead of talking with them, and he revealed that he felt sitting down and walking them through things step by step is frustrating. “Do you always get frustrated when you’re teaching people?” I probed.

“Yes. I had to get my son a math tutor because I get angry if he doesn’t pick things up fast enough,” my client said.

This response gave both of us insight into something we hadn’t recognized, but I’m sure his junior advisers were privately frustrated by every day—his unapproachability. The Johari Window model refers to this quadrant as a blind spot, which means your peers know something about you that you don’t know about yourself. While branch management might have quickly realized he was overmatched in the role of leader or coach, the client’s pride and quick temper made it difficult to tell him that.

My client is a great team player and highly motivated self-starter, who never had a management role. The fact that no one knew he would be poorly suited for the task illustrates the last quadrant of the Johari Window, the unknown.

Unknowns are things that neither you nor your peers know about you. The value in developing greater shared awareness is that it allows us to more quickly address the unknowns when they come to light. Creating strategies to increase illumination of the blind and hidden quadrants is our goal.

In this case, my client’s partner became responsible for the day-to-day people management, so my client could focus on his other strengths. Developing self-awareness before you bring on new team members is key to understanding what kinds of personalities work best in your office. Additionally, seeing yourself clearly in a situation can help you determine if your message and your method of sharing it are effective for your team.

In my client’s case we used the Johari Window to help us discover that being a great adviser comes as naturally to him, as being a great basketball player came to Michael Jordan. But the Michaels around us need self-awareness to help the team thrive.

Editor’s note: This blog post originally appeared on the Janus Henderson Blog. See it here. Michael Futterman will also present a Knowledge Circle webinar “How Self-Awareness Impacts Team Functioning,” on May 30 at 2 p.m., EDT. Mark your calendar or simply join the Zoom meeting at that time. A workbook for the call is available also. FPA members can download it here.

Michael Futterman

Michael Futterman is an assistant vice president, Knowledge Labs™ Professional Development at Janus Henderson Investors. In this role, Futterman works with the Professional Development team on research and curriculum development for the professional development programs. He is a frequent speaker and coach to adviser and client audiences. Futterman leverages his experience with Outward Bound, management consulting firms and the financial services industry to bring innovative, engaging and thought-provoking content to his clients.

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Increasing Retention of Diverse Individuals in the Profession  

2050 TB 1.31.19A black female millennial stood up at the CFP Board’s Diversity Summit in the fall of 2018 and asked the question, “Diversity at what cost?” to a panel of industry leaders including FPA Chair Frank Paré, Lazetta Rainey Braxton of Financial Fountains, Catalina Camoscio of Prudential and Dr. Frank Dobbin of Harvard University.

She went on to explain that she’d started her interview process earlier in 2018 and experienced firsthand the findings from CFP Board’s diversity research. It was traumatic, she said.

“You’re exhausted, you get home every day and you’re like, ‘Why am I doing this to myself?’” she said, voice quivering. She went on to ask, “How are we being mindful of sending young people of color into these spaces—to help reverse mentor and help folks come along” when it comes to genuine inclusion?

This question and the woman who posed it stay with the 2050 TrailBlazers podcast host Rianka R. Dorsainvil, she said in a recent episode with Katie Augsburger and Andrew Greenia.

“I sit on a couple of diversity advisory group boards and that is something that is always going to stick in my mind,” Dorsainvil said.

Attracting people of color to professions is not the issue, it is retention. Oftentimes people will be attracted to the financial planning profession but feel like this young woman felt and leave.

The following are helpful tips on how to increase retention through genuine inclusion.

Leaders Need to Believe and Examine

Oftentimes people from diverse backgrounds will feel uncomfortable or discriminated against and will leave a firm or organization.

Katie Augsburger, who has a long career in human resources and now is a partner at Future Work Design, said oftentimes companies bring in diverse people and think they are inclusive.

“They will say, ‘Yay, we’re diversified. We’re so excited,’” but once this employee brings up issues of racial tension, microaggressions or discrimination, they are labeled as a complainer who makes everything about race. That employee will either leave of their own accord or get fired.

“That is common amongst organizations—even organizations who say they are really focused on equity, diversity and inclusion,” Augsburger said.

But when these employees speak out on these things, they need to be heard.

“We need to believe people,” said Andrew Greenia, consultant with Promise54, an agency that helps organizations develop diverse and inclusive teams and cultures. Oftentimes when these employees cite racial discrimination or other issues when they leave, it goes to the wayside and leaders simply replace them and ignore why they left.

This is probably because “believing them requires you do something,” Augsburger added. But companies need to do something.

Companies are not going to fix these issues within their culture until they examine and address the reasons why diverse people have left. If it takes hiring a diversity and inclusion consulting company, then do that.  

“We usually think about new employees coming in and what can sometimes be forgotten is all the employees who have left,” Augsburger said. “What were they yelling and screaming for, mentally, when they were leaving? We often place the blame for lack of retention on the people and not the policies, procedures that pushed them out.”

Understand the Barriers to True Inclusion

Augsburger said that diversity is inviting somebody to the party, but inclusion is asking them to dance. In your organization, are you asking your diverse hires to dance? Do you genuinely value the opinions of your employees from diverse backgrounds? Do you invite them to the table when it comes to decision-making? Are you supporting them and listening to them? Are you ensuring they have equal access to advancement, good pay and resources? Augsberger said these are all areas to examine that lead to better inclusion, which in turn leads to better retention.

There are several barriers to true inclusion in companies today, including:

  1. Oftentimes people think that creating a more diverse and equitable culture in the profession means that there will be less work or rights for white males.
  2. Many professional practices, including a heavy focus on one set definition of “professionalism” are deeply rooted in dominant, white culture.
  3. Companies expect people of color to “fix” the diversity problem. “We are expecting people from marginalized communities to just show up and thus the problem will be solved,” Augsburger said.

Examining and altering your perspective when it comes to these things can lead to more inclusive and equitable outcomes.

“Inclusion is really the process of naming and making room for multiple ways of being and seeing them as valid,” Greenia said. “Those require learning what is equity, what is inclusion, what is diversity, and also unlearning what have been the barriers and normalized practices.”

But none of this will be accomplishable without the participation of leaders, said Catalina Camoscio, vice president of recruiting and development at Prudential, at the CFP Board Diversity Summit in October.

“We can talk about it,” Camoscio said, “but until we as leaders in positions of influence act on it and demonstrate it, we will not move the needle for people like” the young woman who posed the question of the cost of diversity.

Ana TL Headshot_Cropped

Ana Trujillo Limón is senior editor of the Journal of Financial Planning and the editor of the FPA Practice Management Blog. Email her at alimon@onefpa.org. Follow her on Twitter at @AnaT_Edits.


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A Change of Perspective

As you know, small business is not immune to internal conflict. But no matter the size of your office, a change of perspective may help you see an issue in a new light and find the resolution you’re looking for.

Of course, we’re all naturally clear on our own perspective and how to assess a certain situation or conflict. Seeing that same issue from someone else’s point of view, however, is a skill. But where do you begin? Well, someone wise once taught me a trick to view things through another person’s eyes. Odd as it may sound, it involves physical movement.

Get Moving

Let’s say, for example, there is a disagreement in your office about where a new staff person is going to sit. In this situation, each member of the team may have a different perspective.

  • One staff member feels he should move to the open cube, which is slightly larger than his current space, because he is now the most tenured staff person in the office.
  • The hiring adviser would like the new support person to be in that cube since it is closest to her office.
  • Some staff members feel that, if the most tenured staff person moves, they all should move to be close to a particular adviser or to match space with tenure.
  • Other advisers in the office think, who cares? Whatever.
  • The office manager would like to take an approach that keeps everyone happy and productive.

Discover a New Point of View

While this scenario may seem a bit trivial, it is real life. I’m sure everyone has encountered a similar situation. Here, the knee-jerk reaction that all this is silly (can’t we just focus on work?) may not be valid. Instead, what if you were to physically sit in the open cube, the adviser’s office, other staff members’ cubes or other advisers’ offices? I think you just might discover that the issue is quite real.

The act of physically moving to a different space can help you see things from a new point of view. The issue you’re dealing with could be anything—deciding whether to spend more of the budget on marketing, coming to an agreement on the planning software that will meet the needs of all or even making the firm-wide decision about the best asset allocation for a client segment. You might not find the answer by sitting in your office and trying to understand it from the perspective of others. But you may find it by moving your body to a different location—any location. Physical movement is the tool to help you stand in someone else’s shoes.

Create a Powerful Solution

I was recently reminded of the value of changing space to gain perspective while visiting China. My perspective of the country was “off.” But as I stood in a new space that was 7,500 miles away from home, saw a few of the 1.4 billion people everywhere and breathed the air, I began to understand a different culture and left with a lasting memory of a country of building cranes. A change of scenery can do a world of good. And by truly experiencing a different perspective? You will have a greater chance of creating a more powerful solution.

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Joni Youngwirth is managing principal of practice management at Commonwealth Financial Network in Waltham, Mass.