I don’t see myself retiring. I have two children in their mid 20s. They could take over my firm if need be. I resent my team inferring that I don’t have a succession plan. Is there a polite way to tell them to back off?
I am worried about a coach my boss wants me to use. Do I share my concerns and take my chances? Share very little and hope it isn’t obvious?
We recognize the importance of marketing communication, but our results don’t give me a good feeling about whether clients recognize or appreciate it. Should we dispense with email and figure out another way to communicate?
Do you have any tips for knowing when a prospect is ready to buy versus when someone is going to drag their feet and potentially not commit? We have too many situations where we prepare the paperwork and it remains unsigned but we don’t know why.
Has anyone asked you to comment on the current political scene and best ways to deal with what’s happening when your clients have very strong (and very vocal) opinions?
I work for a family-owned firm – the father runs it with his daughter and two sons. The problem is that the two sons dislike one another.
It’s a great idea to complete a strengths, weaknesses, opportunities and threats (SWOT) analysis to help you define your marketing focus. But, what do you do next to use the data to enhance your efforts?
Our marketing materials don’t say very much. I have worked at five other RIAs and they could all say the exact same things as us. It is possible to create a message to talk about what we do that is actually different?
I read your response last week from the person whose firm has two fighting leaders. It seemed you were saying when people can’t communicate well, just move away from them so as not to get caught in their difficulty. This seems counter to what you often write.
The street smarts necessary for our work is missing from my team - the ability to encounter a problem and, instead of raising it to me, come up with a solution on their own. Can I teach these skills?