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Results 501–550 of 630 found.
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The Top Priority for Growth in 2015
by
Beverly Flaxington
,
12/16/14
What is the number one most important area to focus on for growth in 2015?
Developing Growth Plans for 2015
by
Beverly Flaxington
,
12/9/14
Every year we talk about formalizing our client referral process, increasing our market presence and setting other growth-related goals. But we start January 1 without real plans in place. What can we do this December to ensure we are successful with our resolutions?
The Danger of a Gossip-Monger
by
Beverly Flaxington
,
12/2/14
One of my colleagues thrives on gossip. She talks about each of us behind our backs, criticizing how we do everything. I want it to stop.
Aging Clients and Dementia
by
Beverly Flaxington
,
11/25/14
We are worried a client of ours might be in the early stages of dementia. How do we address this issue sensitively and most effectively?
A Process to Get Things Done!
by
Beverly Flaxington
,
11/18/14
Our firm has many new projects underway. Our owner expects us to finish everything quickly while still managing client accounts. How do we communicate that we are working hard and take these projects seriously but that we can't do everything at once?
Qualifying Made Easier
by
Beverly Flaxington
,
11/11/14
I have so many leads that sometimes I can't manage them all in one day. My biggest problem is that when I do follow up and generate interest, only a small portion open an account. Where am I making a mistake?
Four Keys to Making Your Partnership Work
by
Beverly Flaxington
,
11/4/14
My partner and I merged our practices about a year ago. It seemed like a great idea that would take us to the next level, but I've become frustrated with some of his ideas and work habits. We still get along but the tension is growing. I'm starting to think this merger was a mistake.
The Secret Words Clients Love to Hear
by
Beverly Flaxington
,
10/28/14
We have many clients who are really wired. They know a lot of wealthy people and many sit on boards and are trustees. Given the level of service we offer, I would expect our clients to proactively introduce us to these folks. Instead, every meeting we ask them for a referral and nothing comes of it. Does this mean we don't have the great relationships we think we have?
Getting Your Boss to Understand You
by
Beverly Flaxington
,
10/21/14
My boss does not understand me. Every time he asks me to do something, he criticizes my work. Everything I submit is "wrong" and needs to be redone. I'm pulling my hair out (and I didn't have much to start with). How do I get him to see what I am doing in a positive light?
Where is an Advisor's Time Best Spent?
by
Beverly Flaxington
,
10/14/14
Is it more important for an advisor who leads a firm to spend time with clients or with staff?
Motivating Advisors to Sell
by
Beverly Flaxington
,
10/7/14
I am frustrated by one of our advisors. He brought a relatively small amount of business with him (around $25 million) when he joined the first last year and promoted himself as having a number of connections in the community. Since that time, he has not brought in one additional dollar of new assets. How do I motivate him to sell?
A Laser-Focused Client Referral Process
by
Beverly Flaxington
,
9/30/14
I am confused about something. I've heard you say we should not ask our clients for referrals, but we should identify clients to approach. Isn't this the same as asking them for help?
What Makes a Powerful Website?
by
Beverly Flaxington
,
9/23/14
We are redoing our website. Any tips on how to attract prospects?
What are the 'Magic Words' to Re-engage Past Clients?
by
Beverly Flaxington
,
9/16/14
My partner and I left a firm where we worked with clients for years. It's very disheartening how few of our former clients have followed us to our new firm. In some cases, they won't even return a phone call. What magic words can we use to get them re-engaged with us?
Why You Shouldn't Trust Client Surveys
by
Beverly Flaxington
,
9/9/14
Our clients said in the survey that they recommend our firm to others, but our actual client referrals are relatively low.
Helping Clients Redefine Retirement
by
Beverly Flaxington
,
9/2/14
Sometimes I fear my clients do not know what retirement will look like to them and so planning for it, financially or otherwise, is challenging. It's why I believe they need an advisor, but I want to be sure I am doing the best I can for them in these discussions.
Advisors Dealing with Illness in Their Family
by
Beverly Flaxington
,
8/26/14
My only brother is dying of cancer, my parents have both moved into nursing homes and we have a sick son who is in need of care. Given the number of advisors in my age category, I am maintaining my business but I can't focus on growth. Any suggestions on how to find resources to help me?
When Senior Managers Make Bad Decisions
by
Beverly Flaxington
,
8/19/14
What do you tell an insurance-based planning organization that owns a mutual fund company, a broker-dealer and an annuity company and has a 150-year track record as a mutual life-insurance company but does not require its recruits to be equities licensed at even the Series 6 level? These so-called advisors meet with clients but cannot provide the full suite of products and services that the parent company has available.
Developing the Next Generation's Leaders
by
Beverly Flaxington
,
8/12/14
How do you teach younger advisors to sell effectively?
Dealing with Your Less Experienced Team Members
by
Beverly Flaxington
,
8/5/14
Are we the only place where the soon-to-retire advisors struggle to communicate with the newer staff members? We are not as tech-savvy or are marketing-savvy as they are, but they could learn a lot from our experience too. They seem too cocky to me, and I don't know how to get through.
What Makes a Compelling Marketing Hook?
by
Beverly Flaxington
,
7/29/14
How do we improve our image in the market? We are not well known for what we do, although we believe we do it better than the competitors. We talk about being fiduciaries and having an objective voice, but I don't know if our message is powerful enough. What else could we do?
Jumping into the Fray with Divorcing Clients
by
Beverly Flaxington
,
7/22/14
When is it appropriate to recuse ourselves from a nasty divorce situation between existing clients? We are in a losing place if we take sides, and I do not prefer one member of the couple over the other. I enjoy both and what they are doing to each other - and to their investment portfolio - is atrocious.
How To Make Better Hires
by
Beverly Flaxington
,
7/15/14
We just fired our fourth operations manager in six years. I find it tough to believe that filling a simple role like this can be so hard, but we've had no luck in keeping someone for the long haul. My partner thinks we need to hire an expensive recruiter. I don't agree. Can paying someone 30% of the salary plus bonus (the recruiter's fee) to identify the right person make a difference?
Dealing with Employees Who Are All Ideas but No Action
by
Beverly Flaxington
,
7/7/14
I run a training group in a large company. One of my key employees frustrates me. He is an "idea guy" but not an implementer. I like his ideas and am supportive, but I need to see action to know they are working. How do I rein someone is who is a big thinker but not a big doer?
Fielding Complaints About Fees
by
Beverly Flaxington
,
7/1/14
We are telling clients who are closing in on retirement to keep a significant percentage in cash. One client asked us what he was paying us for if we recommend "the bank or the mattress." How do we respond to something like this?
Coping With an Erratic Boss
by
Beverly Flaxington
,
6/24/14
We are all tired of the erratic behavior of the lead advisor in our firm. One day he is perfectly fine, then the next he is yelling in the hallways over some perceived infraction. I never know what is coming next. Can you suggest strategies that would better enable us to work with Doug?
When Delegating Leads to More Stress
by
Beverly Flaxington
,
6/17/14
I have been trying to delegate more of human-resources responsibilities to my operations manager. However, my operations manager has made two poor hires in the last six months. I can't delegate if I can't ensure that things are done well. I'm inclined to take back these responsibilities unless you tell me otherwise.
Is it Right to Bash a Previous Firm?
by
Beverly Flaxington
,
6/10/14
My partner and I left our previous firm to start an independent advisory practice. We had issues with its business approaches and even some ethical concerns. Part of me thinks we should let our clients know of the firm's nefarious ways, but part of me thinks that is behind us and we should look forward.
Coaching Employees toward More Effective Behaviors
by
Beverly Flaxington
,
6/3/14
One of my advisors is brusque and cuts clients off in mid-sentence sometimes. She doesn't follow my protocols. I am not ready to fire her. What else can I do to get her to model my behavior?
Selling Tips for Un-Sales-y Advisors
by
Beverly Flaxington
,
5/27/14
Can someone who isn't comfortable being sales-y learn how to be a salesperson?
Managing Meeting Mania
by
Beverly Flaxington
,
5/20/14
When I look at my calendar and try to figure out why I am so unproductive, I realize how much time I spend going from meeting to meeting. Sometimes they don't even have anything to do with my work! Is there a graceful way to say "Thanks, but no thanks" to a meeting invite?
When a Colleague Just Isnt Listening
by
Beverly Flaxington
,
5/13/14
One of our more senior financial advisors struggles with communication. He knows what he wants to say, but he doesnt convey his ideas in a clear and thoughtful way. He just doesnt listen well and thats why his responses are not strong and clear. Is it possible to teach listening skills?
Networking with Centers-of-Influence
by
Beverly Flaxington
,
5/6/14
I have worked with the same accountant on behalf of one of my clients for years, but the accountant and I have never had a non-client related conversation about our business. How should I approach the accountant to ask for additional business?
How to Rethink Your Market Niche
by
Beverly Flaxington
,
4/29/14
I work with 30-year-old entrepreneurs, 60-year-old dentists, divorced women and others. If I limit myself, I will leave opportunities on the table all the time. Am I wrong to be diverse in what I do?
The Power of Storytelling
by
Beverly Flaxington
,
4/22/14
I’ve read in the past that you encourage telling stories about clients. There are lots of compliance reasons that deter us from getting too specific when telling a client-based story. In addition, I don’t see how stories are of importance. Can you clarify?
A Women’s Viewpoint of Bullying
by
Beverly Flaxington
,
4/15/14
I was once asked by a major periodical to comment on research that showed an inordinate percentage of women who get to senior-level positions in investment firms end up voluntarily leaving to start their own business or to enter new industries. The "brain drain" of women from investment advising has been significant. I thought about this brain drain when I received another letter on the issue of bullying, this time from a woman.
How to Get Chatty Clients off the Phone
by
Beverly Flaxington
,
4/8/14
My clients are very happy - I know because they call me with every little question and I respond. Some just call to talk about Obamacare or the market trends. Its not that I dont enjoy the conversations, but it gets very difficult to plan my day with this much chatting.
More on Bullying - Because it is Everywhere!
by
Beverly Flaxington
,
4/1/14
I received a response to last weeks column, in which I gave advice to someone who was being bullied, that pointed out some areas in which I missed the mark. The writer said I did not address taking a "direct approach" to dealing with the bully.
Yes, Even Advisors Get Bullied!
by
Beverly Flaxington
,
3/25/14
I am a financial advisor who is being bullied in my office. I cannot sleep, have constant anxiety and feel like I am working under war-like conditions. I have tried everything to shore up my confidence, but I cant stop the onslaught of vitriol that comes at me every day.
Should You Say "No" to a Prospect?
by
Beverly Flaxington
,
3/18/14
We are unsure of the best follow-up approach for prospects who don’t seem ready to move their money to our firm after five meetings. Do we give up? Do we keep following up on the assumption that they would not go to that many meetings unless they are interested in eventually working with us?
Sales Tips to Increase Close Rates
by
Beverly Flaxington
,
3/11/14
The problem we are having is closing. For every five prospects that come through the door, we only close the deal with one.
Overcoming Bad Performance
by
Beverly Flaxington
,
3/4/14
Our investment strategy did not fare well last year and we lost ground to competitors. Were on the defensive with clients, which makes it hard to have any growth discussions. We have corrected our approach and are on track for much better performance for 2014. Any tips to get our clients to believe in us and stay with us until the turnaround?
Why Bother with a Target Market?
by
Beverly Flaxington
,
2/25/14
What is the purpose of a target market? I find the concept limiting. We work well with young professionals in their 40s and retirees in their 70s. We have clients that are couples, families and successful singles. I am hesitant to limit our approach to a certain group.
Tips for an Effective Study Group
by
Beverly Flaxington
,
2/18/14
I have been talking with a couple of advisor friends about developing an informal discussion group. We would share ideas and updates, but not secrets about the inner workings of our firms. Do you have any advice to make our sessions meaningful and practical?
Dealing with Bad PR
by
Beverly Flaxington
,
2/11/14
One of our advisors quit under difficult circumstances. He talked to some local reporters afterward, and now we look like a terrible place to work. His actions have damaged our reputation. We did not do anything wrong. This advisor was a misfit from the start. What can we do to minimize the ongoing problems his departure is causing us?
A New Boss Who Undervalues the Firm’s Story
by
Beverly Flaxington
,
2/4/14
My boss was recently hired. She has been successful on the asset-management side of the business but not in wealth management. Her entire focus is on the investment process and the investment philosophy. Our clients hire us - and stay - because of an overall relationship. I am beginning to think she does not understand wealth management, so she stays away from talking about anything other than investments. Is there a way I can teach her how to value all of what we do?
When the Boss Makes Bad Decisions
by
Beverly Flaxington
,
1/28/14
Our founder and current president is a control freak. No decisions can be made without his blessing. The problem is that he is semi-retired. He can be gone for two weeks out of the month sometimes. The business still has to run and we have to make decisions, but the last person who made an executive decision in Joes absence was fired. Is there a way we could conduct an intervention?
Young Talent That Comes -- And Goes
by
Beverly Flaxington
,
1/21/14
We have struggled to find young talent to hire and groom for our firm. It seems everyone under 30 works somewhere for three years and then moves on to the next thing. One guy we hired had four serious jobs on his resume and hadnt turned 30 yet. If we cant get someone young to stay with us longer term, I am not going to introduce them to all of my clients.
Clients with Difficult Children
by
Beverly Flaxington
,
1/14/14
We have a client who wants us to work with his youngest son. This boy will sometimes tell me when I call him, "You could have just texted me!" How do we help him become more interested in the family’s wealth and planning?
Eight Tips to Manage Your Time Effectively in 2014
by
Beverly Flaxington
,
1/7/14
In honor of the New Year, this week’s column is devoted to addressing a question I get asked often: How do I manage my time most effectively? Most financial advisors are busier than ever but feeling as though they get less and less done. Before you set those New Year’s resolutions for your practice, review this list of what to do - and not do - for success in 2014.
Results 501–550 of 630 found.
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December 16, 2024 at 02:00 PM EST
- 1.0 CE credit
Giants of Finance: Understanding Profitability and Quality with Professor Robert Novy-Marx