One area where I prioritize effectiveness over efficiency is income replacement underwriting and policy design. 

The efficient approach would be to quote a quick monthly benefit, send over an application, and move on to the next case.

Instead, I slow the process and dig deeper.  A strength I have is finding the holes in insurance policies and explaining that to the consumer in an easy to understand way. 

I review how compensation is structured, is it W-2, K-1, bonuses, stock based comp, deferred comp, or partnership income, because what counts as "income" on a claim is not always what clients think it is.

I also spend time stress testing definitions, exclusions, future increase options, and how existing group coverage may create dangerous gaps. That process takes longer up front, but it helps prevent the nightmare scenario where someone becomes disabled and discovers their "60% coverage" is really 20%.

Insurance is easy to buy quickly.  It is much harder to make sure it works when life goes sideways.

I'm unwilling to seperate the two.  They are variables in the same equation - it's the answer that matters.  And the only answer that matters is "is the client statisfied".

Internal processes can be efficient - routing between jobs to not backtrack, billing processes, procurement and the like.  The back office has to be efficient to control overhead.

The front of house has to be as calm and pleasant as possible.  The process of tearing someone's house apart is a stressful experience.  It's "effecient" to to come like a bull in a China shop and run the project with ruthless execution.  It won't be effective because the energy exuded by that methodology will transfer to the homeowner and raise their anxeity.  It's loud, messy, and sometimes smelly -but effeciency is at the bottom of the list when dealing with the client - their experience is what I'm focused on.

Almost everything in technology can be scripted or automated. I get reports from all of our managed customer's machines and they indicate general health from the automated system. When I see a computer in person, I often spot signs of a failing hard drive before the automated systems do. When RAM starts having paging issues, the problem does not always show in the reports. Video output and sound currently cannot be detected by automated systems. When I work with a computer, I can pickup on these troubles before they become debilitating and the extra warning allows my customers to make purchasing decisions before a potential problem becomes an emergency. For this reason, I do not automate everything although it would increase my efficiency. 

When a Member is transferring it starts with a phone call.  
Would email be more efficient? Maybe.
More effective? Absolutley not - things get missed, important concepts are overlooked. The results are unsatisfactory for them and for the Team they transfer too.

Telling them the transfer has been accepted is also a phone call - with 13 verbal check points.  Could it be an email list? Would you read and remember and ask questions about all 13?

When a transfer is declined it's a phone call because of the ""bad news to ears" principle.  Not efficient, not fun; respectful.

Same thing with Pause.
Pause can only happen with a phone call. It is neither efficient nor effective to go back and forth and back and forth and back and forth with email (then have a misunderstanding) when a three minute phone call provides clarity.

Drafting a demand is a critical process where I prioritize effectiveness over efficiency.

An efficient approach would be to use a template, quickly attach medical bills, and send the demand to the insurance company in under an hour to keep the case moving.

Instead, I choose a slower, deliberate, more effective process:

• Scrutinizing medical records: Reading every page of clinical notes to highlight symptoms, their duration, and intensity.  My prior experience in healthcare enables effectiveness and efficiency in this process.
• Narrative building: Spending hours writing a compelling story about how the injury specifically affected my client’s quality of life, rather than just listing costs.
• Calculating future impact: Consulting with life-care planners or economists to ensure the demand covers medical needs my client hasn't even had yet.

While this takes days instead of hours, the effective result is a comprehensive recovery, significantly higher than the efficient result which leaves money on the table and does not make the client whole.  Personal injury claimants have only one chance to recover for their injuries which is why I take the time to do it right and prioritize effectiveness over efficiency.

I could move faster through trauma processing. A lot faster.

But speed is exactly what I sacrifice, intentionally, in service of something more important.

When I use tapping to help a client heal from trauma, the process is slow and deliberate. There are careful, step-wise safeguards built in to make sure the client is processing the trauma rather than reliving it. Because those are not the same thing, and the difference matters enormously.

I also take extra steps at the end to make sure the memory has been as completely processed as possible, so that traumatic memory no longer has the same impact on present-day life. That takes time too.

Could I skip those steps? Sure. Would it be more efficient? Yes. But the client would be at risk of retraumatization, and the healing would be incomplete.

My tapping clients aren't paying me to be fast. They're paying me to help them actually heal. That requires being effective, even when effective is slow.

During a website build, I meet with my clients every week for an hour. I didn’t always do that, and plenty of web design agencies don’t. I could absolutely make the process more efficient with forms, emails, checklists, and fewer conversations.

But I don’t think the website would be as effective.

Those weekly meetings do more than move tasks along. They help me understand the business more deeply—what makes it different, what clients are actually asking for, what needs to be explained, and where the owner may be too close to the work to see clearly.

They also keep the client involved and accountable. Content gets reviewed, decisions get made, and the project doesn’t quietly stall in someone’s inbox.

It costs more time, but it leads to a better website—and a stronger relationship with the client.

Holly Neumann, Fresh Eggs, Web Design for Small Businesses on Big Missions.

One of the key parts of my Discovery Process is the 90-minute client interview. I can get AI to transcribe the conversation for me -- and I do for quick reference. But before I start writing, I go back and transcribe the interview for myself. The reason is so I can listen to not only to what my clients say about their businesses, but also how they say it. This absolutely takes more time than simply reviewing the AI transcript. But it allows me immerse myself in my clients' world so I can write about their business using their voices rather than my own. 

Betty Emrey

Use Your Words Marketing

When I begin working with my clients, we could begin diving into their spending plan and work out the numbers.  However, without finding out their underlying WHY they want to make a change in the way they are dealing with money, they will not make any lasting change.

So, one of the first assignments I give them for homework is to go through an exercise to help them discover their real WHY for their finances.

Having them grounded in their WHY ensures they can stay motivated to make the changes that will last in the long run, no matter what shiny objects come across their path.

When a prospective or regular "client"  call  TIME  is essential , they may have relatives coming to town , may be a celebration or just buying or selling  a home . Listening  to their needs , answering  their questions ,  given them a piece of mind that I will take care of their needs and  have a plan of action  to IMMEDIATELY  excute. Ansering the phone call or calling back withim 10 minutes are very effective to my bussines 

When working with insurance companies on roof approvals, there is a lot we do for our homeowners. Take photos, document damage, meet with adjusters, and go over the insurance scope of work. More time consuming, but very effective for the homeowner rather than them dealing with it on their own

Communication is something I could probably make more efficient. On a typical loan, there can easily be 10 or more people involved between the buyer, agents, lender, title company, insurance agent, processor, underwriter, and closing attorney.

Could I rely more on emails and automated updates? Probably. But when timing matters or confusion starts brewing, I pick up the phone. It takes more time, but it keeps everyone aligned, prevents misunderstandings, and helps get difficult deals to the closing table.

Patients want to be seen as individuals, not as a diagnosis requiring a recipe of treatments over multiple visits. I want my patients to fully understand how their choices affect their health and fix the issue in (ideally) one visit. Doing this requires time to ask questions, test various differential diagnoses, and explain the results in layperson terms.

As a Board-certified expert in Applied Kinesiology, I often test over 20 different muscles during a typical visit. I dive into understanding my patient's dysfunction. This leads me to address their diet, emotional stress, and of course, providing physical adjustments during each visit-an individualized, holistic approach. The payoff is more effective treatments, lower recidivism, and faster healing for my patients. They feel better right away and don't need to be sold a multiple-visit 'treatment package."

Because I spend more time with my patients, by the definition provided I am "inefficient," but I have yet to meet a patient seeking a multiple-visit solution.

David Renner                                doctordcrenner@gmail.com                           404.567.6102

Writing a home description for a home that we are listing.  

It could be done very efficiently by an AI tool, but will it be accurate and will it match the flow of the house, probably not.  I pride myself on writing thoughtful well written descriptions unique to the property.  

Many attorneys delegate regular communication with clients to their team. There's only so many hours in a day. An attorney's time is precious. So routing clients to staff members seems like an efficient use of the attorney's resources. 

I have learned that my regular communication with my clients is more effective for their case in a variety of ways. Less information is lost in translation. Clients are more likely to do what I recommend they do. I can spot problems and head them off before they become serious. And by the time we go to court, if we go to court, I know the story, because I was in close communication with my client.

More efficient? Probably not. More effective? Absolutely.

When I begin working with a new client, I like to take the process slow. It usually takes at least 2 or 3 meetings before we will commit to an investment.

I do this because I don't want to have a transactional practice. Financial decisions shouldn't take as long as choosing an ice cream flavor.

Maybe I could sell someone on a mutual fund within a single 30 minute meeting. But that result is not likely to be optimal for my client. Sometimes it takes until the 3rd meeting before someone is comfortable telling crucial information.

As a holostic financial advisor, I want to earn my client's trust by listening to what's truly important to them. In my initial consultation, I will spend 90% of the time just listening. Then, after I have a clear picture of their goals, I will make a reccommendation.

In catering alot of my clients will e-mail me when they want to do catering. Is a phone call better... yes then I can ask all the questions I need to get the order complete correctly the first time. There is usually at least one or 2 e-mails sent after that or a call or text or two before they have everything the way it needs to be. 

One thing I could definitely do faster? Sourcing products and checking samples before recommending them.

I could save a ton of time by grabbing the first thing that looks cute online and shooting over a quick quote, it would be super efficient

But effective… not always.

Instead, I take the extra steps—comparing vendors, digging through reviews, requesting virtuals, double-checking imprint quality, confirming timelines, and sometimes even getting samples in hand.

I’ve learned the hard way: Two products can look identical online… and one shows up looking incredible, while the other ends up in the trash after one use or worse has leaked all over the box. 

That extra effort? That’s what protects my clients’ brand.

Because when someone hands out something with their name on it, people don’t separate the product from the company listed on it. A leaky pen or a shrinky shirt? That is not a good moment.

So yes, I could move faster. But I’m choosing to move smarter. Because my clients deserve SWAG that actually shows up for them—and makes them look GOOD!

Often times I will run across sloppy or not quite properly done things in peoples electrical system while doing repairs or upgrades. Thigs that might not be quoted in the estimate. It could be somthing as simple as not wrapping the back side of an outlet or light switch with electrical tape. Or it could be a wire ran around or through a structure in a not so great or careless way. Nothing that violates any codes. It just could be done better.  It takes time to fix these types of issues there is really no dangerous aspect to them, its just not done to my standard. I will sacrifice effecency and correct the issue at no cost. Simply because the quality and value of my work is more important than saving that half hour or hour that it might take. Taking the time to do quality work is more effective in getting repeat customers and referals from existing customers. A large part of our work comes from referals from existing customers. Little things that hinder effecency pay off in the end.

There is a faster and more efficient way for me to request and get tax account transcripts for my clients from the IRS. However its more effective if I call them as most times the IRS agent can give me some insights which can help me serve my clients better. 

One process we intentionally do less efficiently is deed drafting and legal description review. When preparing a deed, we don’t just copy the legal description from the most recent deed in the chain of title, even though that would be faster. We review several prior deeds to make sure the legal description actually matches the entire property being conveyed. Sometimes owners have bought or sold small strips of adjoining land over the years, and the most recent deed may only describe that smaller piece instead of the full property. Taking the extra time to trace the chain of title helps us avoid major errors that could create title problems or boundary disputes later. So it’s less efficient in the short term, but far more effective for protecting the client and ensuring a clean closing.

One business process I intentionally avoid making “more efficient” is buyer qualification and business matching.

Technically, I could move much faster by sending every available listing to every interested buyer, scheduling quick introductory calls, and pushing deals to the LOI stage as fast as possible. That would save time for me and create more activity on paper.

Instead, I spend a significant amount of time understanding a buyer’s financial capacity, operational experience, long term goals, risk tolerance, and personality fit before recommending opportunities. I also review financials carefully, discuss add backs in detail, and pressure test whether the business truly aligns with the client’s objectives.

That process is slower and less “efficient,” but it is far more effective for the client. It reduces wasted time, minimizes failed deals, and helps buyers avoid acquiring businesses that are not the right fit operationally or financially.

During meetings clients may share books and records and ask my opinion of value for a specific property. My answer is "I'd much rather take the time and effort to prepare a valuation". In which case I would re-tour the property and area around it, compile rental and sale comparables, underwrite the financials with a fine tooth comb, provide a SWOTs analysis, and then deliver the valuation at a follow-up in-person meeting. This analysis may take 4-6 hours but builds trust and provides accuracy. 

My business process is pretty simple. I provide word of mouth recommendations for new movers/new homebuyers that don't have a trusted network of freinds/family in the area that they just moved into.  During, the prospecting portion of my business, I could outsource telemarketers or even use automated email blasts to find businesses to introduce to the new movers that are going to be receiving my publication to make the processes more efficient.  However, those tools would ultimately reduce the goal of ensuring that my readers can rest assured that the businesses in my magazine have been well vetted before I agreed to partner with them. I meet face to face with every business and interview them about their business values and practices before I extend the option for them to partner with me. After all, I'm not filling in the gap of simply introducing my readers to capable businesses in the area. I'm filling in the gap for their "trusted network of freinds and families" that can't help them in their new area.  The attention spent on the prospecting end is well worth the headaches that will be alleviated by making it a point to only partner with solid businesses that share my values and won't let my audience down once they are fortunate enough to work with them. 

Patsy Niver-- Belocal East Atlanta-- Candler Park Team

The most efficient way is to give advice. 

They probably already know what they should do, but they have deeply embedded beliefs or old hurts that keep them from following it. 

Advice is not life coaching.

The most effective way is to figure out what they are believing that is keeping them stuck, break down the various ways the belief is impacting them so they can see it. They see how the belief has been holding them back. 

I help them build up a neutral or more positive  belief about the same situation. The situation doesn’t change, but their perspective, their attitude, thoughts and feelings about it changes. They are able to move forward and make progress. 

For example, Sarah was angry at her husband for spending money on flooring. It tied back to the time her ex husband frightened her and the kids after buying flooring. I walked her through a forgiveness visualization. Afterwards, the anger at her current husband disappeared. 

I always look for the deeper subconscious patterns of why a client does what they do, and address those so they can achieve lasting change. 

One process I intentionally keep inefficient is client delivery.

Years ago, I’d finish a branding project, upload the files into folders, send an email or voice note explaining everything, and move on. It was efficient.

Clients figured it out, but always had follow up questions. They didn’t always remember where things were, which files mattered, or how to navigate the assets months later.

So now, after every project, I still provide the folders, but I also build a custom webpage that organizes everything visually and explains it clearly. It basically becomes a front door to their brand assets that anyone on the team can use.

It adds four or more hours to almost every project, so it’s definitely less efficient. But it’s far more effective, not only in commuincating details, but commicating value. The client knows they matter and that this project is important to me. 

Clients actually use it, share it internally, and I’ve already seen it lead to repeat business because the experience feels thoughtful instead of transactional.