During the past two years, complexing and merging have been frequent occurrences in your branches. These activities, combined with unprecedented industry movement, have resulted in hundreds of branch managers assuming new responsibilities. If you're an advisor, odds are good that you have a new manager.

So there is a new sheriff in your town, but what does that mean to you?

Branch managers are supposed to be leaders, so they can have significant impact on the local culture. Their leadership can profoundly affect an advisor's perception, productivity and, ultimately, his loyalty.

It's just human nature to want to change something that we newly control. However, the way new branch mangers impose their will is one of the primary determinants of their success.

Most managers I have interviewed agree that their first impulse when taking over a new branch is to make a lot of changes. When receiving the new assignment, one tends to feel empowered to change the new destination for the better. It is easy to make quick observations and reach conclusions based on previous experiences. After all, managers are paid to be decision-makers. One tends to question why things are done at the new location in a certain way if you have done it differently. Fueling the fire, the new boss will usually get a lot of early advice from the most outspoken advisors and staff, but it should be understood that these are not always the beliefs of the majority.

We have been taught that there is only one chance to make a first impression, but top managers have learned that the early impressions of a new branch are not necessarily the proper basis for meaningful actions.

During the first few days at a branch, the new manager is likely to be approached by a number of employees offering complaints and advice. Many will volunteer well-meaning opinions and urge immediate action. Some advice will be intended for the good of the group and some will be for the betterment of an individual. No matter the intention, it is almost always bad policy to make immediate changes based on such early input.

A popular wirehouse manager who recently transferred to a new location within his firm shared his winning game plan. He feels there is greater pressure on a reassigned manager within a firm than a manager who has joined from the competition. "Because I knew the system, some of my new teammates were rather insistent that I make immediate changes," he said. Many had checked with friends who he had previously managed and assumed his plan of action based on that input. While he knew the system, he did not know the particular culture of the branch or its individuals.

That same manager feels that the key to success is to start as an observer and remember that the "last thing a new leader should do is make a lot of changes." He spent his first days meeting each advisor and support staffer one-on-one. He wanted to learn about them and their ideas for improving the office. Bearing in mind the content of these interviews, he makes changes slowly, over a period of weeks-not days. His intent is to preserve what is valued from the existing culture and then begin enacting change to the negative aspects. He makes all initial changes based upon this shared information so that the group understands that their voice is being heard and the effort moving forward will be collaborative.

Another veteran manager who recently changed firms is of a similar mindset. He tells me that he has a specific timetable for reshaping his new branch. He feels no urgency to demonstrate the power of his new position. He spent the first three months getting to know everyone in the branch. This pace allowed him to meet everyone and observe their behavior. Initially, he only made those changes that were absolutely necessary. During the next three months, he enacted new policies that had the support of a consensus. Thereafter, he made more controversial changes as needed. His formula allows him time to develop an accurate picture of his new environment while earning the trust of advisors and staff.

Management guru John Reh discusses behaviors that often impede new managers. Reh says that those who are not open to input and act like they already know everything are the ones who are more likely to fail. They have the urge to show everyone who is in charge, so it's their way or the highway. Moreover, when they do make changes, they are likely to be sweeping changes that discount the positives of an existing culture.