Written by: Javi Otero
Transitions aren’t just about custodial paperwork and client outreach. They’re about teamwork. If there’s one thing that many advisors tend to underestimate during a move, it’s the sheer amount of pressure a transition can put on a team. The process itself can feel chaotic. The focus is usually on getting clients to move, ensuring accounts are opened, and avoiding compliance nightmares. However, behind the scenes, a team could be holding everything together – or barely hanging on.
As an advisor planning a transition, it’s easy to assume that the people who currently work with you will continue to work with you. That your decision will be one they agree with and that they’ll follow you to the new firm. After all, they know the clients and are familiar with you and your preferences. But loyalty only goes so far. Especially, if you’re leaving a large employer with preferred benefits, familiar processes and technology, and the security of a structured firm. Support staff, particularly client service associates, are often faced with a difficult choice: take a leap of faith or stay in the comfort of what they know.
Losing a key team member, especially unexpectedly, can increase the difficulty of a transition. Stress levels go up and uncertainty becomes reality.
Losing Team Members at the Worst Possible Time
Financial advisors considering a transition must decide whether to inform their staff before the move. It’s a critical decision that can have lasting repercussions. On one hand, having a team member who is familiar with the book of business and the client base on board during the planning and preparation stages can be critical. On the other hand, if a team member doesn’t agree with the decision to move, or tells the wrong person about the plan, it can be detrimental to the process. The risk needs to be considered carefully, and backup plans need to exist. Replacing a key player on a tight timeline with the stress level at an all-time high can be challenging.
In many non-protocol transitions, where advisors are restricted from taking any client information with them, and are often subject to non-solicitation clauses in their contracts, the role of support staff becomes even more critical. A CSA choosing not to leave their current firm can force an advisor to perform a juggling act. Managing all the client conversations and operational tasks associated with the move. There are rarely shortcuts available in this scenario. Client accounts won’t open themselves. Forms won’t magically be sent to clients. Without a trusted team member handling much of the back-office work, advisors can quickly find themselves drowning in the operations instead of focusing on the clients.
Some can push through by taking on every responsibility themselves. Generally, at the expense of their sleep, health, sanity, or all of the above. Others scramble to hire a replacement, only to realize that finding someone competent and reliable takes time. It’s a situation no one wants to be in, but it happens all too often.
Holding It All Together While Everything is Changing
Even when an entire team makes the move, efficiency is not guaranteed. Transitions shake up the normal rhythm of an office. Suddenly, workflows that felt routine at the prior firm become unrecognizable or obsolete. Entire new systems and technology need to be learned. Processes have to be re-established. Teams that may have once operated like well-oiled machines could now be second-guessing every step they make.
Most custodians provide some helpful onboarding resources, but they rarely offer true hands-on support. Teams must navigate new platforms, learn new compliance procedures, process unfamiliar paperwork – all while trying to keep clients happy, explain the sudden changes, and potentially run a small business.
Without strong leadership, the frustration builds quickly. Tensions rise. Mistakes happen. The stress of getting everything up and running takes a toll, and if it isn’t managed properly, the team morale starts to break down. Advisors who assume their team will simply “figure it out” often find themselves dealing with a level of dysfunction they weren’t prepared for.
Managing the Pressure and Keeping the Team Intact
The best advisors recognize that a transition isn’t just a move to benefit themselves – it’s a collective effort to improve the overall business. The ones who succeed are making decisions that manage the stress of the whole team.
One of the best things an advisor can do is create an open line of communication with their team before the transition even starts (should they choose to inform all the players). If a key staff member is unsure about something, those concerns need to be addressed up front. Some may feel uncomfortable with the uncertainty that comes with joining a new firm. Others may worry about handling an increased workload, especially in the first few months when everything is still in flux.
Taking the time to have real conversations about the transition process – what it will look like, what the expectations are, and how it will impact everyone involved – goes a long way in reducing anxiety. Teams that feel informed and supported are far more likely to stay engaged throughout the transition.
Another major factor is training. Too many advisors assume their team will just pick things up as they go, but forcing people to learn new systems without guidance will often lead to frustration. If the custodian offers onboarding support, take advantage of it. If the RIA has an operations team, lean on them for structured training sessions. The more prepared a team is before the go-live date, the fewer problems will arise once the transition is in full swing.
And finally, don’t expect perfection from day one. Transitions are messy. There will be hiccups. There will be moments where everything feels overwhelming. But those who embrace the chaos, stay adaptable, and lean on their team will ultimately come out stronger on the other side.
Why Managing Stress is Just as Important as Managing Clients
Clients don’t witness the chaos of a transition. They don’t feel the stress, see the long days and nights, or hear the behind-the-scenes conversations. They don’t know how many times you’ve had to reset your password, address a NIGO, or answer the same question for the hundredth time.
What they do notice is when a team’s disorganization affects their interactions with clients. They notice when an advisor seems stressed or distracted. They notice when calls take longer to be returned. A smooth transition isn’t just about the technical process of moving accounts – it’s about the experience being created for both the advisor’s team and their clients. The firms that handle transitions well are the ones that take care of their people first. They invest in proper training and onboarding. They make sure their team has the tools they need to succeed. Most importantly, they acknowledge that stress is part of the process, but it doesn’t have to derail everything.
At the end of the day, an advisor is only as strong as the team supporting them. Whether it’s a CSA, an operations manager, a virtual associate, or a third-party transition consultant stepping in to provide temporary relief, that support system is what makes all the difference.
The financial advisors who understand this – who put just as much effort into managing their team as they do into managing their clients – are the ones who will thrive. Where the transition will be just a bump in the road to success.
Final Thoughts
Transitions are high-stakes, high-stress events. There’s a lot to manage, and it’s easy to get caught up in the whirlwind of client meetings, paperwork processing, and new system management. Advisors who take a step back and focus on keeping their team strong will find that everything else falls into place far more smoothly.
At the end of the day, it’s not just about getting to the new firm – it’s about making sure you’re set up for success once you’re there. And that starts with the people around you.
