Bringing on New Team Members Without Losing Client Trust

By Barbara Kay Servicing Clients

3 key strategies to maintain client confidence from day one

What We'll Cover

Align on non-negotiables
Set clear roles for client meetings
Nail the introduction

The incoming team member should feel free to ask, “What are the critical things that you feel strongly about that I need to know right now?”

When a new financial professional joins the team, there’s always a buzz of excitement and high hopes for how they’ll ease workloads and contribute to the practice’s growth. However, things don’t always go as smoothly as planned.

Clients might question why they’re suddenly dealing with someone new. If not managed well, this transition can even chip away at client trust. Clients might feel uneasy or nervous about the change, wondering if the incoming person will really get their unique needs or history.

Luckily, there are ways to reinforce client trust when a new financial pro joins a team.

First, Align on Non-Negotiables

New team members need to get a handle on the practice's approach to client service, financial planning, investment philosophy, and other key areas. The established team should make sure the new member knows the unbreakable rules, or “commandments,” related to these areas. Sometimes these non-negotiables are just in the heads of the established team, but they need to be communicated to the new team member.

Many of these are intangible cultural elements or habits and patterns developed over time, which often aren’t communicated to newcomers. How would an incoming team member know these things unless they’re explicitly told?

For example, things like:

How fast and in what way should team members respond to client inquiries? (e.g., “For urgent matters, we prioritize phone calls to ensure timely resolutions)
Are there any investments the firm avoids? (e.g., options, alternatives, etc.)
How often and in what format should client meetings happen? (e.g., quarterly reviews, annual planning sessions)

So, if the incoming team member hasn’t been informed about these aspects, they should proactively ask, ‘What are the must-knows about service, planning, or the culture that I need to be aware of?”

As an incoming team member is learning the ropes, the established team member should be ready to let go of some things. The newcomers will have their own way of doing things, so focus on the key elements—the shortest list of non-negotiables they need to know.

When explaining these non-negotiables, it’s crucial to also explain the “why” behind them. Understanding why these rules are important helps the incoming team member see their value and how they contribute to strengthening client trust.

For instance, picture the incoming team member responding via email on Monday after a client leaves a seemingly low-priority voicemail on Friday morning. Things can get messy if they find out unexpectedly that the firm prioritizes phone calls over emails and expects same-day responses. Although the team member replied the next business, day, the expectations of the client and the firm weren’t met.

To ensure effective alignment, the incoming team member and the established team member should meet regularly, even daily, during the early months of integration. These meetings will help check their understanding of the non-negotiables, how they’re implementing them, and any challenges they encounter. When new team members are well-informed and adhere to the team’s standards, clients’ confidence increases due to the consistency and dependability of the service they receive.

Now, let’s move on to the next section, where we’ll define the role the incoming team member will play in client meetings.

The incoming team member should feel free to ask, “What are the critical things that you feel strongly about that I need to know right now?”

Second, Set Clear Roles for Client Meetings

When first meeting with clients, it’s normal for the incoming team member to shadow an established team member during client meetings. However, there can be a tendency to minimize the incoming team member’s involvement during initial introductions. While it’s important to avoid abrupt transitions, it’s vital not to dominate the conversation or exclude the new team member, as this can undermine their credibility. It unintentionally sends the message that the incoming team member doesn’t have anything meaningful to contribute.

It’s tricky to get the balance right—not overemphasize or underemphasize the incoming team member’s involvement during meetings. The established team member and incoming team member must be very strategic about the role the incoming team member will play immediately, and later as the individual takes on more responsibility.

When the incoming team member joins the meeting, I suggest having them lead a portion of the discussion and gradually take on more responsibilities over time. Credibility and trust are built when the client sees authority and expertise in action.

Next, let’s look at exactly how to introduce the incoming team member to clients.

Third, Nail the Introduction

It’s important to let clients know ahead of time why the new team member is getting involved. A quick explanation can ease any worries, set clear expectations, and show that the team is still focused on giving them great service.

Before introducing the incoming team member to clients, they and their established team member should come up with talking points that show confidence and authority. Clients form their first impressions based on these points. Even if the new hire is ‘junior,’ ‘new,’ or ‘just starting out,’ avoid using those terms.

Instead, as the example below shows, focus on what the incoming team member brings to the table and how they’ll interact with clients. While they might do some service work at first, make sure clients understand how their role differs from the client service staff.

Introduction example: “This is Alex, who brings 5 years of financial planning experience and will now be closely managing your account alongside me. They’ll be your go-to for day-to-day updates while I continue to oversee your strategic plans. Alex is excited to get to know you and ensure your financial goals are met with the same level of care and expertise you’ve come to expect.”

Make it clear that the client will hear from the incoming team member regularly, and that they’re a key part of the client’s professional team. Then, plan a strategy for multiple touchpoints throughout the year. Building a relationship and trust takes several conversations, so take every opportunity for the incoming team member to connect with the client personally.

For instance, instead of the established team member always picking up the phone to follow up with a client, schedule it so the incoming team member handles the follow-up. It’s easy for the established team member to keep doing it themselves, thinking it’s faster.

But if the established team member always sends the emails, takes the meetings, or makes the calls, the incoming team member misses out on valuable client interaction. Gradually shifting these responsibilities allows the client to get comfortable with the new team member while ensuring a smooth transition.

“I Hired the Incoming Team Member to Work Independently. Why Do I Need to Do So Much Hand-Holding During This Transition?”

It’s understandable to expect new hires to be independent, especially when they come with strong credentials. However, it’s important to set them up for long-term success. It’s easy to mess up because clients aren’t used to dealing with someone new. They might worry they won’t receive the same level of service or expertise. Think of this phase as an investment. The upfront effort pays off in long-term client retention and satisfaction.

If you don’t invest the time in this critical period, client trust can quickly slip. Once lost, trust is difficult to rebuild.

To Summarize

First, the incoming team member needs to understand the non-negotiables. Focus on three to five non-negotiables that reflect the core values of your practice. Second, the incoming team member shouldn’t be a wallflower in client meetings. Give them a substantial role. Third, an introduction is more than a one-time event, the incoming team member should have multiple touchpoints with clients.

An Incoming Team Member Brings Both Excitement and Anxiety

It’s exciting when a new team member is added. At the same time, anxiety can flare about whether the incoming team member will be a good fit for the practice and for clients. The key to making it work: Both the incoming team member and the senior person need to be intentional and strategic throughout the transition. Don’t wing it.

Next Step

Within a week, plan a meeting to discuss the practice’s non-negotiables.

The views and opinions expressed herein are those of the author, who is not affiliated with Hartford Funds.

About The Author

Barbara Kay, MA, LPC, RCC, TIPC

Barbara is a business psychology coach specializing in: Growth, Clients, Teams, and Leadership. She holds dual degrees in clinical psychology and post graduate specialties in coaching. In additionto coaching and speaking, Barbara writes the leadership column for Journal of Financial Planning and is the author of two books: The Top Performer’s Guide to Change and The $14 Trillion Woman: Your Essential Guide to Engaging the Female Client.

4102326