Sep 29, 2026 · 26 min · 9 segments
The restructure fails when judgment never transfers. In part two of this two-part series, Brianna introduces what she calls the baton pass: organizing a team around the phases of the client journey…
So let's start by correcting the most common misdiagnosis, if you will.
because I do hear this all of the time.
And like I said, I think most advisors think letting go and letting other people truly have this ownership in their business, which is their baby, is somewhat of a trust problem.
You just have to trust your team more, then you just have to find people that are more trustworthy, that are more capable, what have you, what have you, what have you.
That's not necessarily wrong, but like I said, I do think it's incomplete.
You can't trust someone to own something that they've never been given.
I'll say that again, just in case it needs to kind of settle a little bit.
You can't trust someone to own something they've never been given.
So you can't give ownership without giving the standard too.
The restructure fails because the judgment never transferred, not because you have to redo your org chart, right? So you maybe want to have the benefits of ownership and not having to be the center of every part of your business and have everything run to you, but The standard only lives with you, in you, in your head.
And a lot of that is because of how we started a business, of how we know how to run a business.
It was, we start, we do everything, we've built it, it is ours, it is our identity in some ways.
And whatever that standard is that is unique and special of why your business has gotten to the place that it is, it is important to know that, but also be able to share that.
So what I wanna do is fix the structure first, because that's the part you can act on this week.
So I'm gonna call this the Baton Pass, and it's the single most practical shift I can give you today.
This is something that, listen, I'll hang my hat on it.
I know it's not the only way to run a travel business, but I want you to give it some serious consideration because I feel like it makes a lot of sense.
But also I can tell you just from my own experience and my own running of a business of over 10 years of how it's worked out for me, right? So stop organizing around people and start organizing around the client journey.
That's what I call the baton pass.
So let's start by correcting the most common misdiagnosis, if you will.
because I do hear this all of the time.
And like I said, I think most advisors think letting go and letting other people truly have this ownership in their business, which is their baby, is somewhat of a trust problem.
You just have to trust your team more, then you just have to find people that are more trustworthy, that are more capable, what have you, what have you, what have you.
That's not necessarily wrong, but like I said, I do think it's incomplete.
You can't trust someone to own something that they've never been given.
I'll say that again, just in case it needs to kind of settle a little bit.
You can't trust someone to own something they've never been given.
So you can't give ownership without giving the standard too.
The restructure fails because the judgment never transferred, not because you have to redo your org chart, right? So you maybe want to have the benefits of ownership and not having to be the center of every part of your business and have everything run to you, but The standard only lives with you, in you, in your head.
And a lot of that is because of how we started a business, of how we know how to run a business.
It was, we start, we do everything, we've built it, it is ours, it is our identity in some ways.
And whatever that standard is that is unique and special of why your business has gotten to the place that it is, it is important to know that, but also be able to share that.
So what I wanna do is fix the structure first, because that's the part you can act on this week.
So I'm gonna call this the Baton Pass, and it's the single most practical shift I can give you today.
This is something that, listen, I'll hang my hat on it.
I know it's not the only way to run a travel business, but I want you to give it some serious consideration because I feel like it makes a lot of sense.
But also I can tell you just from my own experience and my own running of a business of over 10 years of how it's worked out for me, right? So stop organizing around people and start organizing around the client journey.
That's what I call the baton pass.
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