Author: Kathy Marshack

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Managing Wealth

By Kathy J. Marshack, Ph.D., P.S.

Steve and Karen were $38,000,000 lottery winners, so they immediately quit their respective jobs, and bought a beautiful house, horses and new cars.

Nancy had been a social worker for most of her adult life. Her standard of living was modest but she made a good salary for a single woman. She even qualified to buy a house. At age 32, she met Mark, a software designer who made a million overnight.

Frank was a poor kid who grew up in an inner city neighborhood. After a stint in the Navy, Frank decided to try his hand at mining, then real estate, then almost any other business opportunity that turned a profit. By age 40 he was a multi-millionaire.

Sharon grew up in an upper-class neighborhood. Her best friend was her nanny, until her father fired her. She attended school with children from other wealthy families. Sharon never really knew the extent of her parent’s wealth until her father’s death, although she always had everything she ever wanted and was sent to the best schools. At the age of 38, she inherited billions.

Really, the only thing these people have in common is that they have wealth. Most people would not consider that a problem, nor even worthy of a column in this newspaper. However, another thing these people have in common is that they have to learn to manage their wealth. Like any other lesson in life, if you have no previous experience, there may be bumps in the road.

One bump for Steve and Karen was the loss of family and friends. Coming from families of modest means, Steve’s and Karen’s family and friends found it difficult to relate to them anymore. Although invited to the “mansion” for parties, they felt uncomfortable, out of place, envious. The envy turned to anger and conflict. Although Steve and Karen had been generous with the money, making loans to family who needed it, they were blamed for not being generous enough.

Nancy was overwhelmed with guilt about the money she and her new husband had. She had chosen the profession of social work because she wanted to help the disenfranchised. She was a liberal politically, so acquiring wealth while others starved seemed immoral. She spent many months in therapy before she was even willing to marry Mark, and then only after he agreed to invest his windfall in “socially- and ecologically- based investments.”

Frank never really thought he experienced any setbacks as a result of his wealth. As he puts it, he “loves making money!” On the other hand, he is estranged from his grown children and is divorcing his third wife.

Sharon had been so sheltered from the real world, that she was entirely unprepared to step into her father’s business. He never considered training her to take over his business. She really had no skills to speak of except how to shop. With her father’s death, Sharon had to start thinking about what she wanted to do with her life and all of that money.

Again, if you do not think any of this applies to you, think again. The average millionaire started out an ordinary working person and acquired wealth through building their small business. To avoid or at least be prepared for some of the problems that plague Frank, Sharon, Karen and Steve, and Nancy, it is necessary to plan ahead for the day when you may have wealth. If you are in business, that is probably one of your goals anyway, so why not think positively?

Recently, the New York Times published some data on the “average American millionaire.” Surprisingly, most millionaires do not lead glamorous lives. They own bowling alleys, funeral homes and small manufacturing plants. In fact, the average millionaire is a 57 year old man, married with three children. He is self-employed in a practical business such as farming, pest control or paving contracting. He works between 45-55 hours a week. He has a median household income of $131,000 and lives in a house valued at $320,000. He drives an older model car. Although he attended public school he is likely to send his children to private school. Finally, he is first generation affluent.

It sounds to me like the American Dream is alive and well. However, many of these millionaires are not doing that well in the areas of personal relationships, health and emotional well-being. Some, like Frank, neglected their marital partners and their children because they were so focused on the thrill of making money. At mid-life now, Frank is trying desperately to re-establish these relationships, but his children feel that his addiction to money is greater than his love for them. Frank waited too long to strike the balance between love and work.

Nancy’s problem is more common than you think. Ordinarily, this type of mindset prevents the acquisition of wealth altogether. But Nancy was faced with the painful situation of having to re-evaluate her social values. This pain nearly put her in the hospital with a severe depression. She felt “dirty” having money, yet she felt guilty for wanting to keep it. Nancy had to do a lot of soul searching to realize that she was just as important as those disenfranchised folk she had helped as a social worker. When she began to view the money as a gift, as love, as energy from the universe, she started using it not only to help others, but to benefit herself and those she loved.

Steve and Karen have resorted to drug addiction and gambling to alleviate the stress of their sudden wealth. The lottery not only brought wealth, but power. Neither of them ever saw themselves as powerful and had no experience as leaders. However, with $38,000,000, their friends and family have put them in the position of leadership. They long for the simple life that can only be accomplished by giving all of their money away, which may happen if they do not curb the addictive behavior.

Similarly Sharon needs to take stock of her lack of skills for leadership. She does not have to work, nor have any management responsibility in the business at all. Yet she feels a tremendous responsibility to do something with the great gift she has inherited. What Frank, Steve and Karen and Nancy have in common with Sharon is the awareness that wealth brings with it responsibility. Planning for this new responsibility will put you ahead of the game when the time arrives.

Stewardship is another name for this responsibility. Once all of the bills are paid, once the new house is purchased, once you have exhausted all of your fantasies for travel, jewelry, cars and horses, the “average millionaire” still has to ask himself or herself, “What am I contributing to my community?” This is the bump in the road that takes the most maneuvering. As long as you barely make enough money to pay the rent, or you work night and day to get your start-up business off the ground, or your days are filled with managing small children, there is precious little time to ask yourself “what will I be remembered for?” But the acquisition of wealth puts people in this spot, sometimes overnight.

Charlene took care of her basic needs after she and her husband struck it rich with their manufacturing business. She built a new house, decorated it, bought a condo at the beach, traveled to Europe, sent her children to private schools. Then one day she woke up deeply depressed because her life had no meaning. She tried therapy. She volunteered for worthy causes. She joined social clubs. She took up sculpting. Nothing worked, however, until she read about foundations. This idea took hold of Charlene and she began the process of funding a foundation that would sponsor young women interested in entrepreneurship.

If you want to be prepared for wealth start thinking now about what you really want to do with that money. Ask yourself, what is really important to me in my life? If I could change the world to make it a better place what would I do? If you can answer questions such as these, you will have principles to guide you as you acquire wealth.

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Love,hate, and guilt in the family business partnership


By Kathy J. Marshack, Ph.D., P.S.

Love+Hate=Guilt. How many of you have this type of relationship with one or more of your parents? Or how many of you have felt like this at least once with your parents? Or are you suspicious that this is how your teenage or grown children feel about you? Unfortunately these feelings are all too common among parents and children. They are the natural byproducts of normal human development that has not been allowed to progress to completion. Anger and Love are healthy human emotions that emerge often in our daily lives. Learning methods to process these feelings constructively so that we can mature is the work of childhood. Guilt, on the other hand, is not a normal nor healthy human emotion (unless of course you have legitimately committed a serious offense). To feel guilty for being angry at your parent or child is a misunderstanding of the relationship. Nobody is perfect and so it is very likely that someone you love will do something that makes you mad, even if they don’t mean to. You are under no obligation to stifle your anger or to feel guilty just because it is a parent who has misbehaved. Many people balk at the idea of Blaming their parents. They feel guilty for being angry at their parents whom they love and admire. They haven’t learned how to reconcile those feelings of love and hate. They either feel guilty about their anger, but more often they deny it altogether. Blame isn’t really necessary, but holding your parents (and others too for that matter) accountable for their mistakes is important. Just as you give others credit for their successes, it is important to note the failures, the misunderstandings, the faulty choices. By holding others accountable you accomplish two important goals. First, you are actually treating the other person with respect. You are offering them the opportunity to correct their error. In other words, you are treating them as if they are capable.

By stuffing your anger, you feel helpless and like a victim with no where to go with these feelings except to build up resentment (i.e. Love/Hate). Second, by holding others accountable, you are able to view your own flaws more objectively. Not only can you learn from your mistakes but from other’s as well. Take your parents for example. Many adults tell me that they don’t want to blame their parents for the mistakes they made, because the grown child should take responsibility for their life now. Yet that grown child is making the same mistakes their parents made; often that is the reason they are in my office! Because your parents raised you and because they are flawed, they made mistakes. You as a child made mistakes too. One of them is to develop the belief that you should feel guilty for being mad at your parents, even if what they did was wrong. By acknowledging what they did wrong (and right) you are better equipped to correct their and your mistakes. For example, a few years ago, my daughter Bianca was taking interminably long to get ready to go out. I was in my usual hurry to get somewhere, never planning quite enough time to prepare myself and two young children for an outing. I told Bianca several times to get her shoes on so that we could leave, but she was preoccupied with some toy and was not getting to the task. Finally in desperation, I grabbed her by the arm, pulled her down the hall and said “Let’s go now!” She pulled her arm away from me, put her hands on her little hips and looking at me very disapprovingly said, “That is rude!” Several options whizzed through my mind at that moment, but fortunately I was amazed at her perceptiveness. She was absolutely right and she had the guts to tell me. She was four. I apologized for pulling her arm, told her that I loved her and informed her that because I was the mommy she had to put on her shoes now.

She obliged and we had a fun outing. If you want to clear up the Love+Hate=Guilt relationship you have with your parents or children, take a moment to do the following exercise.

  1. As honestly as possible, list your loved one’s flaws, mistakes and even downright nasty traits. Make sure you include everything that makes you really angry about this person.
  2. Now list all of those traits you admire and are grateful for.
  3. As you review these lists, ask yourself, which traits are you carrying on, in the family tradition. Be honest. You might ask your spouse for feedback because you may feel so guilty that you cannot acknowledge your parents flaws, or your own.
  4. Finally, make a plan of action to change the negative counterproductive traits.

This little exercise is very revealing. By feeling guilty and by avoiding blame you may inadvertently be carrying on the same mistakes generation after generation. The goal of each generation should be to improve upon the goals of the last, not repeat mistakes. By holding your parents accountable you are more free to do this. I hope by now that you realize that blame is not really the answer, but that accountability is. Be respectful in your confrontations. Tell your parents what they did that hurt or angered you, but treat them as if they are human beings quite cabable of accepting responsibility for their mistakes and cabable of correcting them. This is especially crucial in a family business. How is the business to prosper if children coming up into the business never correct the errors of their predecessors? How is the business to remain competitive if you hang onto old ways just because you are afraid to confront a parent or grandparent? On the other hand, if you trust that your love for this person and their love for you is strong enough to handle the confrontation, you both benefit by getting things out in the open.

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Here’s the secret to finding a reliable auto mechanic

By Kathy J. Marshack, Ph.D., P.S.

Have you ever experienced that chilling feeling that creeps up your spine when your car starts acting up? It’s bad enough to be inconvenienced by having your car in “the shop,” but what’s even more frightening is having to face the mechanic, a person you don’t trust, yet need.

Mechanics lie to you. They make unnecessary repairs and over-charge you. It’s not just a feeling. There have been “undercover” stories on television where the mechanics are caught “red-handed.” Mechanics can’t be trusted. That’s a fact! At least, this is what I believed until a couple of years ago when I met our current “family auto mechanic.” This guy is like a breath of fresh air. He and his wife run the shop with a couple of employees. He’s honest, hardworking, RELIABLE. His prices are fair. The work gets done in a timely manner. And to cap it off, my car is always better after he’s fixed it. Is it any wonder that his business has grown steadily over the years, so that he had to move from his quaint little storefront to larger more professional space? I hope the growth doesn’t change his values. With this issue of the Vancouver Business Journal , I began to wonder what is it that makes our “family auto mechanic” so exceptional. There are the basics. He’s timely. He’s knowledgeable. He’s personable but not terribly out-going.He remembers my name. He charges what the work is worth, not what the traffic will bear. I always get answers; no double-talk. He rarely tells me he has no time for me. If he can’t fix it, he tells me where I can get the car fixed.

He does little extras; he’s willing to pull leaves out of rain drains so that the interior of my car stays dry.A major appliance company conducted a study a few years ago to learn how to improve the quality of the repairs on customer’s appliances. The technicians were given tests to determine their personality style; then divided into one of two types, introvert and extravert. Introverts are people who quietly within themselves figure out the problem. Whereas, extraverts are more noisy about their problem solving, needing to talk aloud and get feedback from others. The appliance company then asked their customers two questions: (1) How satisfied are you with the repair?; and (2) How satisfied are you with the technician? While the customers found the extraverted technicians more personable, there were fewer complaints about the repairs done by the introverts. In other words, the guy who quietly goes about his business of getting the job done, but doesn’t interact much with the customer does a better job. Our “family auto mechanic” fits this picture. But there’s more. There’s something deeper that makes my mechanic special. He really seems to love his work. He works hard, often late into the night. And his wife is working right beside him. It must be that he enjoys solving the mystery behind my car problems. He probably wants to earn money too, but money is a byproduct of doing what you love.

Obviously our “family auto mechanic” is being paid well for doing what he loves. I know that I am not alone in this desire to have a mechanic I can trust and who does quality work. Recently on National Public Radio I was listening to “Car Talk,” a lively program dedicated to answering tough car repair problems called in by listeners. On this particular night I was amused to have an astronaut call in from his space shuttle orbiting the Earth. Although the reception was compromised by a little static, I learned about the problems astronauts have with their vehicles.But what was even more fascinating about the program is that the hosts were offering to set up a free locator service for mechanics. They asked listeners to send in the names of mechanics that they felt were RELIABLE and trustworthy. If you want to find a mechanic you can trust, you need to get to know the person. Just as with your physician or hair dresser, the relationship with your mechanic should be more than passing. In our frenzied world, many of us have lost tract of the community spirit, but that community spirit is what helps build trust. If I know my mechanic and his family and he knows me and mine, we can build a relationship of trust over the years. He knows just how I like things done. I know that I can trust him to have my best interests at heart. Most importantly, I want to work with someone who cares about me, not just my car; and I want to work with someone I care about too.

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Building balance in family business partnerships


By Kathy J. Marshack, Ph.D., P.S.

The Yin and the Yang; other than an interesting design for a T-shirt or jewelry, what do we really know about this symbol? Better yet, what is the relevance to our modern life? Simply, the Yin and Yang symbol represents those masculine and feminine aspects of ourselves as individuals, as couples, as neighborhoods, as corporations, as countries. Because the symbol is drawn to show the intertwining of these aspects, the meaning inferred is that we are dependent upon both to build a whole…a whole person, couple, neighborhood, corporation or country. Whatever your spiritual convictions, most people will agree that there are these feminine and masculine traits to be seen in many situations as well as within us. Psychologists have even developed tests to determine how strong certain masculine and feminine traits are within an individual. For example, some people score highly feminine, some highly masculine and some androgynous (or highly masculine and highly feminine). The masculine qualities are typically assumed to be aggressiveness, decisiveness, little show of emotion and so on. Feminine qualities are passiveness, supportiveness, emotionality and so. None of us have only feminine traits or only masculine traits. And some of us even have both masculine and feminine traits in abundance. The value of assessing your Yin/Yang quotient is to determine how much balance you have in your life and your relationships. It is not more desirable to be androgynous or masculine or feminine. The real question is whether you have struck a healthy balance within yourself and among your loved ones. In a family/business this balance is even more crucial. Not only is the health of your relationships affecting family functioning, but business functioning as well. Therefore, a healthy dose of masculine and feminine within a family/business should keep it humming successfully. “I couldn’t be successful without her.” “I wish more wives could learn the joys of working with their husbands.” “

You don’t really understand what it takes to run this business because you work in the office.” “He doesn’t really care about his family because he works all hours.”These are examples of the Yin and Yang in operation among couples who work together. At times there is respect for the strength of the other person even though it is different than your strength. At other times, we get bogged down in our own reality and forget the valuable contributions of our partners. When the latter happens, the couple and the business are headed for trouble. Avoiding the pitfalls requires lots of love, open communication, and fearlessness in confronting problems. For example, I had a wife come to me in tears because her husband was dominating her in the family business. Apparently the wife had started the business at home in their garage. When the business took off and became too large to handle, the husband quit his job and came to work for his wife in the business. Unfortunately, his masculine qualities were pushing against his wife’s feminine qualities. While she wanted to have his help, she still wanted to be the leader. And as his wife, she wanted to be loving and supportive, but not if it meant giving up her accomplishments. The husband, on the other hand was totally oblivious of the trouble he was stirring up. He was only trying to help. In a typical masculine way, he thought that if he had a good idea, and if his wife didn’t say no, then it was OK to proceed. This type of complication between husbands and wives who work together is all too common. The research shows that husbands will dominate decision making and leadership in the business even if the wife founded the business…even if the business is a stereotypically female business, such as a nail salon!

To bring things back into balance, these copreneurs need to remember why they chose to work together in the first place. They need to assess whether the Yin/Yang balance is a good one in the work place and at home. The research shows that working people find great rewards at work, unlike what they get from family interactions. Yet these same working people report that their families are more important to them. In order to get the most from both worlds, especially when they overlap as in a copreneurial venture or family business, you need to really appreciate the Yin/Yang in your self and your spouse and other family/coworkers. For example, when you find yourself complaining that your wife/business partner doesn’t really understand what it’s like “out in the field,” ask yourself if you could do her job in the office. Better yet, ask yourself who you would hire to replace this trusted employee and tireless worker. When you feel that your husband/coworker doesn’t really love you anymore or that he treats his business clientele better than you or the children, ask yourself how the business would have grown without his determination and willingness to sacrifice his own personal time. With these new perceptions you are in a much better position to renegotiate the terms of the relationship. To be sure, if one spouse keeps putting in long hours at the expense of the family; and if spouses work side by side, doing their jobs, but never understanding each other, there is not much of a relationship, personal or business. Instead, with love and appreciation for past contributions, begin talking about change. Talk about striking a balance between love and work. Talk about the risk of losing a client or losing a spouse if priorities don’t get straight. Talk about doing a little training with your spouse so that they do understand just what your job involves. Train the kids too; prepare them for the future when they too will seek to balance Yin and Yang.

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Work related stress – Is it a symptom or the problem?


By Kathy J. Marshack, Ph.D., P.S.

It may be time-consuming to learn that new computer program, or to revamp your marketing strategy, or to take time from work just to go for a walk, but in the long run you may save yourself a lot of grief. All too often we apply a band-aid when surgery was needed.

Here’s just one real-life example. I had heard stories about cats, that they cold be territorial and even jealous. So I was not surprised when my cat, Misha, started having “accidents” in the house just after the birth of my eldest child. After all, her role as my “baby” was being usurped by the new little bundle.

I was prepared though, being trained in psychology. I introduced Misha to the new baby and played with the cat and baby together. I bought Misha new toys and kitty treats so that she wouldn’t be jealous of the baby’s new things. I made appoint of holding and petting the cat more often than usual, so she wouldn’t feel forgotten.

But in spite of all of my efforts she continued to have “accidents.” I was getting pretty frazzled with a new baby to care for and adjust to and a cat that was going off the deep end. I was about at the end of my rope one day when in walked Misha. I was sitting in the recliner feeding the baby, when Misha walked up to me, crouched at my feet and defecated right in front of me.

That did it. The next day, I packed up the cat and took her to the vet, threatening to leave her there if a solution could not be found. Within a few minutes after examining the cat, the vet advised me that she had cystitis and needed antibiotics. Needless to say within a few days, Misha was back to normal and using the garden instead of my living room.

How often have you been unable to solve a problem because you were looking in the wrong direction as I was with Misha? Or perhaps you thought the solution should be more complicated than it needed to be?

In my situation, I was just to darned smart for my own good. The solution wasn’t nearly as complicated as I had made it. But this experience was a great reminder to me of how often we get lost in our own realities. As a psychologist I can easily thing everything is psychological, because psychology is a big part of my world

Problem solving with people is even more difficult than with cats. But the strategy is really still the same. The first question to ask yourself is, “Is this thing I am observing the signal or the problem?” In Misha’s case, I was observing a signal coming from Misha that was creating a problem for me. In order to solve my problem, I needed to interpret Misha’s signal and develop a solution that would take care of her problem before I could take care of mine.

Recognizing and interpreting the signals that others give us is quite a complex process I realize, but you can improve your skills. And if you are willing to take the time to learn, you can stop a number of crises before they materialize.

For example, I often hear from family business owners that they do not have enough time to attend to themselves or their personal relationships. It’s all work and no play. This is a signal that if ignored will grow into a more serious problem.

You need to ask yourself why are you working so hare? Is that your goal? Most people own a family firm because they have a close-knit family who enjoys being together and who can share their talents in a join venture. But if you are too busy managing the nuts and bolts of the business and have no time to really enjoy and communicate with your family, aren’t you overriding one of the reasons why you started a family business in the first place?

Mistaking signals for the problem is another common error. When a person is angry or aggressive, we tend to listen, but when a person is quiet or passive, we tend to ignore them. Actually, those behaviors are signals of something. Just what they are signals of remains to be discovered.

When one of my daughters was learning her math facts in elementary school, she would complain that she didn’t understand. She hid her papers of just threw them away. She avoided math homework as much as she could. As a result, my husband and I were spending hours each week tutoring her, sometimes staying up for hours coaxing her to try. We even began to wonder if she had a learning disability.

When her teacher suggested that she might be manipulated us, I was shocked. She was always such a nice, sweet, lovable child. She never sucked her thumb or threw a tantrum (pretty rare, right?}. Could she be “snowing” us?

To test out the theory I set up a new system of rewards. If she completed her homework within 30 minutes, without any complaining and without any help from her parents, she could earn a fifty-cent “commission” on her allowance. It only took one day. She knew the math facts all along.

One husband was beside himself because his wife could not keep the house clean. The couple ran the business from their home. Although the husband was out all day with customers, the wife was at home taking care of the four small children answering business calls, and running the company office. The couple had already problem solved somewhat and come up with occasional day care and even a once a month housecleaner, but still the house was a mess.

The problem was they were focusing on the messy house instead of what it represented. In this case, it represented that the wife was torn about her goals. She wanted to be part of the business, but she also wanted to parent her children. Making more time for her to clean the house, a chore she really didn’t like anyway, wasn’t the solution. What worked, however, was to set up a system where she could participate in both worlds without them overlapping so much.

The company office was moved from the dining table to a separate room off the garage. Then the wife devised a schedule that kept her work time separate from her family time. Using these two boundaries, the workspace and the time frame, she was able to be fully with her work and fully with her children when she wanted to.

The bottom line here is that all human behavior is meaningful. But the meaning may come disguised as signals that look like problems themselves. Alcoholism is a signal of a pervasive illness. Alcohol abuse, on the other hand, may be a sign of overwork, too much stress, a lack of parental guidance, or even confusion in the work place. If you try to solve the problem of alcoholism by reducing the person’s stress at work, the alcoholic may just have more time to drink. Likewise, if you recommend alcohol treatment for the person who is abusing alcohol, they may stop drinking but find other self-destructive methods to cope with problems at work.

Whenever I am confronted with this dilemma (Is it a signal or a problem?), I ask myself, “How does this behavior make sense to the person engaging in the behavior?” Don’t ask, “How does it make sense to me?”

If the behavior belongs to someone else, chances are it makes sense in their model of reality, which may look very different than yours. In the case of the couple with the messy house, what made sense according to the wife’s model of reality is that the wife wanted to have a neat house but she wanted something else more. In order to get a clean house, it was necessary to help her accomplish what was more important first.

One final word of caution. While my experience with Misha is a reminder that some solutions are easy and superficial, many problems require deeper probing. While a band-aid may suffice for a while, it will save a lot of wasted energy and questioning if surgery is done immediately.

On that note, now is the time to learn that new computer program, revamp your marketing strategy, and take the time from work to just go for a walk.

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Making the most out of psychological consultation



By Kathy J. Marshack, Ph.D., P.S.

The other day, a client came into my office and sat down in the rocking chair, she crossed her arms and asked, “Well, what do you want me to talk about today?”

Her response reminds me that many clients of professional consultation, particularly psychological consultation, do not know how to use the consultant’s time. Paula’s questions reveals her belief that the consultant is in complete charge of the relationship, can read her mind, and has ready advice for every contingency.

It is understandable that people put this much power into the hands of their consultants. If you have a problem that is overwhelming, it somehow feels safer to let someone else be in charge of the solution.

The problem is that you the client/business owner have to make the decisions about your life and work. As Harry Truman said, “The buck stops here.” No one other than yourself can ultimately decide your proper course of action.

Psychologists know from our research that people will take credit for their successes and blame someone else for their failures. What most people don’t realize is that if you are brave enough to take full responsibility for all of your decisions, whether or not they were guided by a consultant, you have much more of a chance of success.

Because you are noticing all of you little and big failures along the way, you stand a better chance of correcting the problems before a crisis erupts.

Too often I am confronted with clients who have waited until the top has blown off the project. They are desperate. They want immediate solutions. They often get disgruntled with the consultative process because we are taking time to repair damage before we can move to more proactive work. If as the client or business owner you are ready to face your weaknesses as well as your strengths, if you are ready to admit your ignorance, the consultant can step in sooner to help you.

If you view each failure as only feedback, you will be operated as the cybernetic system you were designed to be. Get your Ego out of the way. Admit your ignorance. Use skills creatively. Use your employees creatively. Be open to solutions that at first sound ridiculous. They may sound ridiculous because you haven’t had time to expand your consciousness to include new ideas.

The consultant’s job, if they are doing their job, is more process oriented than task oriented. While you may want the advice or labor of our consultant regarding tasks that you are not skilled to handle, the consultant can help you best by getting you to think and use your own talents toward the solution.

Your lawyer cannot writ up a will without knowing your wishes specifically. Your CPS cannot advise on investment of even tax planning without understanding your financial objectives. Your Organization Development Psychologist cannot guide you in those tricky interpersonal problems without knowing how you and your personnel fee.

Knowing that you are really the decision-maker makes it a lot easier to take charge of the consultative process and ask the questions that need asking. Don’t be afraid to ask a stupid question.

Slow your consultant down and ask for clear explanations and rationale for their recommendations. The psychologist is an expert in her field and may not realize that you don’t understand her jargon or thought process. You are paying the psychologist for her education, knowledge and expertise, and to help you make the best decision for yourself, your family and your company.

Finally, if you are going to benefit by the use of a consultant, be prepared to do some hard work. Change is not an easy process. Just as when you first learned to drive a car, you have to be aware of every little move if you are to change your behavior and business organization or strategies. Now, driving a car is so automatic that your rarely remember the time between putting the key into the ignition and arriving at your destination. But at one time it took every ounce of concentration you had to master the ignition, the clutch, the rearview mirror, the brakes, the accelerator, the odometer, and so on.

The psychologist/consultant assists and guides in the process of change, but it is up to you to do the work. It is also up to you to refine the advice of your consultant to fit your unique situation. Things may sound good on paper, but in practice may need a little modification.

Psychologists know from our research that if too much time lapses between the consultation and taking action, the person will not do the required work in order to change. Take the time to put into practice what your consultant and you have decided. Notice where it works and where it doesn’t. Then keep modifying until you have a system that fits you perfectly.

Process consultation is a valuable contribution to your business. The psychologist can open your thinking in directions you never thought of before.

For example, two brothers were arguing bitterly about how to manage their landscaping business. In terms of skills they were ideally suited to be partners. One was the landscape architect; the other had the sales skills and business management savvy.

They had also grown up with the business and inherited it when their father died. Nevertheless there were constant arguments about how to handle clients, employees, investments, and so on. The trust between the two brothers/business partners was shattered.

The brothers finally turned to a psychologist when their business consultant, attorney, and CPA failed to find a resolution. The psychologist helped the brothers recognize that while they loved each other as brothers, their lack of common interests and values make it difficult to be business partners. In other words if they had not been brothers, they may never have chosen each other as friends of business partners.

The psychologist also helped them to get over feeling guilty for breaking up the family and the family business that Dad had founded. Each was able to move on as an independent landscape contractor with his own business modeled after his own distinct personality. Now they can socialize as brothers, attend family functions and even refer each other business.

Psychological consultation is probably the most intricate form of consultation you will engage in. The focus is more on how you communicate and make decisions than on what you say or do. Many decisions and relationships can be much improved by changing the how or the process. If the two brothers had maintained their old method of relating they would have destroyed their relationship, the business or both. As a result of being willing to consider other methods of defining a family and a family/business, the brothers were able to transform themselves to amore productive and happier level of functioning.

If you have a loved one on the Spectrum, please check our private MeetUp group. We have members from around the world meeting online in intimate video conferences guided by Dr. Kathy Marshack.
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