The first step is to consider what sustainability means to the client. What are they willing to sacrifice if things become challenging and what are their non-negotiables? Most of the time the challenge in managing clients through volatile markets comes in taking distributions, whether needed or required. An example of what we’ve done in the past that has worked is liquidate and set aside in cash the amount a client expects to withdraw from an investment account for the coming year, and at multiple points over that year discuss when to liquidate more to replenish what they’ve withdrawn.
I've come to realize that financial results aren't the whole story when judging a change initiative's success. We must consider the bigger picture, including how well things are running (operational efficiency), employee morale and output (engagement and productivity), and customer happiness. We build trust and transparency by openly discussing wins and roadblocks at town halls and departmental meetings. This well-rounded approach informs everyone about the initiative's impact and role in achieving the company's goals. Through this understanding, I was able to build a better foundation for our financial business decisions.