If I was still a wealth advisor, I’d consider another career.
Unless your planning contemplates the negative physical and mental health ramifications of widowhood, which include “psychological distress, physician visits and institutionalization, and higher rates of morbidity and mortality,” it’s not comprehensive.
Many of you have a higher purpose. It’s inspiring. Here’s how I realized what my higher purpose is.
Advisors tell me that my research into neuroscience and decision making has helped them close prospects and grow their practices. But its most profound impact has been from conversations I’ve had with my wife.
Until I did the research for this article, I didn’t realize there was something called the “damsel in distress” syndrome. It’s technically defined as, “where you feel compelled to ‘rescue’ your partner, often at your own expense.”
I frequently get calls from advisors with this request: “How do I make the phone ring?”
Over dessert, one of our dinner guests shared a difficult experience they were having with their adult son.
I’ve coached many advisors over the years and spoken to thousands of others. Here’s what I’ve learned.
You can enhance the lives of others by being one of the few people who shows a genuine interest in them.
You may think you know what’s of interest to your prospect, but you are probably wrong.
To understand what drives a prospect to choose you as an advisor, consider what happens when a vendor tries to sell you a service.
I have acted against my self-interest and benefitted. Let me share these examples and provide takeaways.
By not recognizing Naomi Osaka’s mental health status, the tennis bigwigs made a fundamental error.
I live and breathe my process. I’ve taught it to thousands of advisors all over the world. Yet I slipped.
While we continue to assist our clients with digital marketing, we recently explored another strategy, which has fallen out of favor and been eclipsed by social media initiatives: Traditional public relations.
There is a question you are uniquely ill-suited to answer.
While no advisor wants to take on an unprofitable client, setting a rigid, initial barrier based on minimum account size may not achieve that goal.
I have taken a consistent position on the “value” issue: Don’t explain your value or justify your fee unless you are expressly asked.
Much has been written about the need to justify your value. Once you buy into this premise, there’s no end to the advice about how to do so. But it’s a terrible idea.
This is the fifth (and last) part in a series about my late partner, Emery Kertesz.
This is the fourth part in a series about my late partner, Emery Kertesz. I’ve summarized his management principles. They have broad applicability
A fruitful Q&A between Dan Solin and Beverly Flaxington, two resident authors of Advisor Perspectives on practice management issues.
For more than 20 years, Emery Kertesz guided our audio equipment company through every minefield imaginable. Part of his success was based on his raw intelligence, military training, passion and curiosity.
I will share with you some principles that guided Emery’s management of our businesses. You may find them applicable to yours.
This is the first of a five-part series on my partner, Emery Kertesz. He died on January 29, 2021, at age 64.
The assumption that will kill your conversion rate is this:
There are many studies that provide aspiring leaders with sound guidance on how to manage your firm, and how to create a happy, collegial and productive environment.
We can learn a lot from Oprah Winfrey’s bombshell interview of Harry and Meghan.
The temptation to offer solutions for those facing a problem is overwhelming. Therein lies the trap for unwary advisors.
Those of us in the coaching business may be doing some harm, notwithstanding our good intentions.
It takes courage and humility to realize you’ve erred and to issue an apology. Don’t waste it by doing it in a way that negates your intent and may exacerbate the problem.
We can learn valuable lessons from T.J. Ducklo’s written apology.
The customary Valentine’s Day activities ignore the real issues many relationships face.
While your chances of winning an argument on any given topic are slim, there’s one situation where it’s non-existent. That’s when you’re confronted with a high-conflict personality.
Here’s how to avoid being misunderstood by a prospect or client.
In my third and last article in this series, I identify the two most powerful steps I’d like to see advisors take to get more clients.
This is the second in my series about what I’d like to see more and less of in 2021.
We have a lot to reflect on this year. Here’s what I’d like to see more and less of in 2021.
I’ve distilled what advisors have found most helpful into two critical, research-based, actionable lessons.
I divide advisors I meet into two groups. I can tell what type you are immediately.
I recently learned of a Chinese concept called “guanxi” that explains exactly why some advisors are more successful at building their client base and AUM.
Advisors are highly qualified, although few clients are capable of understanding the difference in your credentials. Does it matter?
It’s time to consider an entirely different approach to your process for converting prospects.
Thanksgiving is supposed to be a special day. The reality is different, but a daily, five-minute exercise can transform it into the experience we all want.
Presenting data is challenging, but sometimes advisors have to. Here is how to do it better than your peers.
There are three disastrous mistakes I see advisors make with Zoom calls.
The controversy surrounding wearing a mask boldly illustrates a pervasive issue for advisors and their clients.
I meet few humble advisors. Most are supremely confident in their knowledge of all things financial. This confidence is rarely justified.
We’d like to believe facts matter. In some situations, that is true, but I believe this quote attributed to Friedrich Nietzsche: “There are no facts, only interpretations.”
What if there was a simple, inexpensive, intervention that could reverse negative employee behavior and improve your bottom line?