Financial advisors will sometimes encounter a client who does not follow through on financial planning recommendations, even when the recommendations were developed collaboratively and seemed to resonate in the moment. In that situation, the advisor might assume that the problem was that the plan was too long, too complex, or too abstract, and that the solution is to simplify it and make it more actionable. But the primary cause of the inaction might not actually be a lack of understanding on the client’s part. Rather, the plan may be speaking only to one part of the client’s mind.
In this guest post, Scott Frank, CFA, CFP, RLP, founder of Stone Steps Financial and a lead trainer at the Kinder Institute of Life Planning, discusses how client motivation can be shaped at the start of the planning relationship and why creating an atmosphere where prospects and clients feel safe enough to explore and communicate their deepest motivations is an important part of that process.
In his 2006 book “The Happiness Hypothesis”, psychologist Jonathan Haidt distinguishes between the “Rider” – the conscious, deliberate mind – and the “Elephant” – the unconscious system that stores memory and emotion, runs habit and avoidance, and carries every money story the client absorbed before they were old enough to question any of it. Because common financial planning approaches, such as gathering and analyzing data and presenting recommendations, are largely directed at the Rider, the Elephant is often left out of the conversation. Which creates a gap between the client’s understanding of the plan and their motivation to act on it.
With this in mind, George Kinder’s life planning approach – the EVOKE framework – begins with Exploration, where the advisor doesn’t focus on gathering or assessing client data. During this stage, the advisor is mindful about resisting the urge to go too deep on any one subject. Instead, the meeting is designed to create enough space and safety for prospects to reveal not only immediate financial concerns, but also other issues that might be on their mind, including the deeper motivations behind their financial goals.
Four structural elements define the Exploration meeting: 1) the physical environment, 2) an opening grounded in two genuine questions, 3) a minimal toolkit built around presence and the discipline of asking “Anything else?”, and 4) a no-judgment orientation throughout. The meeting closes with reflection along with a clearer sense of what working together would look like, grounded in what the prospect has just brought into the room. In this way, an advisor can better understand not only the immediate financial pain points that may have led the prospective client to reach out, but also the deeper hopes, fears, and motivations that can shape a more meaningful and effective planning relationship.
Ultimately, the key point is that when clients fail to implement financial planning recommendations, the issue is not necessarily a lack of understanding but may instead reflect a lack of (unconscious) motivation to act. By creating space early in the relationship for clients to explore all of their concerns – including their immediate pain points and their deeper hopes and worries – advisors can improve the likelihood that the recommendations developed later will feel personally meaningful, and, therefore, more likely to be acted on with energy and intention!
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