Results 251–300 of 457 found.
Working Effectively in a Dysfunctional Organization
When I am selling I keep running into my colleagues as competitors. I’ve complained to my boss, and he says he knows and is “working on it.” I am stunned at how the image of this company is so good, but the internal machinations are abysmal. Is it possible for me to succeed here?
Closing the Difficult Prospect
For more than 80% of our prospects, we have a conversation, get interest from the person or couple and provide a proposal for our services, but we are not able to close the business. We follow up with email and phone calls, but we don’t hear back. Do you have ideas about what we could try differently that might lead to better results?
Increasing Your Influence with Prospects and Clients
I am not a very influential person. I vacillate between being too forceful and not pushing hard enough with prospects and clients. Are some people naturally good at influencing while others, like me, just have to work with what they have?
Managing a Stressed Out Team
Our advisory firm is booming, and we are benefiting from the market ups and downs in a big way. Our strategies are perfect for what’s happening. But my team is stressed. People are working 14-hour days. We can’t keep up. Everyone is jumping down one another’s throats.
How to Sustain Behavioral Changes
Every time I make a commitment to do something differently, I fall back into bad habits. I am motivated, but I am not successful. This is a vicious cycle because once I am not successful, I feel less motivated. I’d appreciate any tips on how to make behavioral changes work for me.
Teaching the Next Generation How to Sell
As the years roll on, more advisors consider retirement, but they don’t have a strong plan to keep their legacy going. The aging of the industry is a real concern, and my firm is often called on to train the next generation. For this week’s column, I have excerpted from my book on sales for financial advisors.
Setting the Right Expectations for the Next Generation of Advisors
The younger CFPs and CFAs I’m meeting don’t seem interested in working 15-hour days. They don’t want to pay dues before they are given the keys to my kingdom. Is there a secret formula to igniting the passion and interest of these younger folks?
Are “Pitchbooks” Outdated?
Do we still need a traditional pitchbook? Our new marketing person is spending a lot of time revamping ours. We do a lot of questioning rather than pitching, and we use our iPads to show prospects and clients information. The pitchbook seems like an outdated method of communicating.
How to Stay Focused on New Revenue Activities
The less motivated others are to help, the less enthused I am. I like the kick that comes from closing new business and seeing our numbers grow but I don’t think I can keep it up for 10 more months if no one else is helping me out.
Six Keys to Confident Presenting
The person who can best communicate thoughts and feelings to an audience gets heard. For financial advisors, effective communication with prospects, clients, centers of influence and peers is critical. I have developed the Six Keys to Confident Presenting as a guideline for the best way to deliver a message to any audience.
Getting Centers-of-Influence to Refer
This year in particular, with the markets underperforming, accountants and attorneys must have clients who need a second pair of eyes on their portfolios. We would be willing to do reviews at no charge and make recommendations. Why aren’t we seeing referrals from these firms?
New Year’s Goals to Effectively Increase New Revenue
What is the right way to set achievable goals? I don’t want to set the bar so low that my team doesn’t need to work hard, nor can I afford to do that. At the same time, if I set it too high, all I will hear is grumbling for the first few months of the year.
My Top Ten Tips for 2016 – Part One
The end of the year offers a chance to reflect on what’s worked well and decide what we’d like to do differently in 2016. For the last two columns of the year, I will provide my “top ten” list of advice I’ve given, common issues I’ve heard and ideas that come up over and over again. Part I -- the first five -- appears here, and Part II -- the second five -- will run next week.
How to Focus Your Practice on Millenials
I receive a lot of questions about marketing to the next generation and working with millennials. For this week’s column, I sought input from a successful financial advisor who is a millennial and focuses on them in his own business. Read on for some millennial advice from Eric Roberge, founder of Beyond Your Hammock.
The Problem with a “Culture of Niceness”
We all get along in our firm, and that’s the problem. Issues go unresolved because no one wants to rock the boat. People don’t raise their concerns because our firm leader is the consummate “nice guy.” How do I bring issues up without being the bad guy?
We want to do a teambuilding activity for our advisory firm. We get along reasonably well, but we are always passing one another in the hallways on our way to our next meeting or phone call. I run the firm, and I’d really like to get everyone engaged in an activity that would be fun but also meaningful. Do you have any ideas?
Matching Employee Style to Firm Culture
We keep churning through administrative staff who tells us our environment is too fast paced and too intense. We keep adding new clients, and our clients are demanding. Our partners thrive on the fast changing nature of what we do, so I don’t see it changing. How do we find the right people to keep up with us, or how do we slow the partners down so they stop burning out staff?
Five Tips for Making Better Hires
Our last three hires have been disastrous. I don’t know if it is my own bad choices or the hires themselves, but the time I spend trying to fix and negotiate is wasted time from other things I could be doing for clients. Is there a secret to making better choices in the hiring process?
Is it Worth the Effort to Improve Your Referral Skills?
We have yet another coach working with our advisory firm to help us with referrals. As it is, I get more referrals than anyone on our seven-person team, but I am forced to participate in these activities. Is there a way for me to gracefully back out of this coaching or explain to him why I don’t think I need to participate?
Dealing with Bad Decisions in a Big Company
I see the problems that arise when we take bad business. Most of the time, it is obvious from the outset that it will cause us trouble, but everyone is trying to meet the numbers. Why don’t the leaders of our company see the problems that these divisions cause?
Helping Wholesalers Sell Effectively
Wholesalers are supposed to be product pushers. Lately our firm is making us learn skills to build better relationships. How can I push back professionally on this idea? Spending time learning something that isn’t going to help me is a waste.
Applying the Sales Effectiveness Model to Your Firm
Over the years I have had the chance to work with countless financial advisory firms to help them increase their growth. While most do not want to “sell,” they would like additional assets coming in the door! This week’s column gives a peek into the assessment process I use.
Dealing with Quirky Markets and Nervous Clients
Unsettled markets are creating unsettled clients. We are being proactive, but I wonder whether being proactive tells clients that there is a problem. We can’t say, “There is nothing to worry about” without creating a concern that there IS in fact something to worry about.
What New Advisors Need to Succeed
Our newer advisors – while credentialed – are not experienced. We can’t put them in front of our large clients. But because they have credentials behind them, they think that doing analysis or behind-the-scenes client work is beneath them. How do we explain that doing the time in analysis is important and does require a high level of expertise on its own?
New Ideas for Client Segmentation
We’re struggling to decide which factor should determine our categories for client segmentation. Do we base it purely on asset size? Or do we do a profitability analysis? One of my advisors wants to categorize by “irritation factor;” those clients who call too much and ask for the world without paying for it would drop to the bottom of the list first.
When Employees Become Owners
I hired a team member a couple of years ago who was very seasoned with an excellent background and a track record of success. He arrived, and all of a sudden he wasn’t motivated, didn’t return client calls in a timely fashion and had no fire in the belly. He wants ownership, but I need to see motivation to give it.
Why High Performing Individuals Fall Apart in a Team
I have hired the best individual contributors anyone could find. Individually, they are strong performers, but they trip over one another whenever they have to agree on ways to meet client needs. Are there incentives or punishments I can dole out to change this dynamic?
Four Principles for Proven Success on Social Media
In last week’s article, I discussed the need for advisors to use social media effectively. This brought a number of follow-up questions. This week’s column provides guidelines for navigating the often-murky waters of social-media marketing.
Can Social Media Lead to New Prospects?
We should be getting more from social media. We all have LinkedIn accounts. We have a Twitter account for the firm, and we regularly post articles and ideas. None of this leads to new business. What can we do to generate prospects from our social media activities?
Dealing with a Difficult Partner
Our advisory business is going very well. The better it goes, the less involved my business partner becomes. She will come in late, leave early and generally be disruptive when she is here. God forbid I say anything and she bursts into tears. What can I do?
Results 251–300 of 457 found.