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What New Advisors Need to Succeed
by Beverly Flaxington, 8/18/15
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
by Beverly Flaxington, 8/11/15
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
by Beverly Flaxington, 8/4/15
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
by Beverly Flaxington, 7/28/15
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
by Beverly Flaxington, 7/21/15
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?
by Beverly Flaxington, 7/14/15
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?

Making Investment Strategies Interesting
by Beverly Flaxington, 7/7/15
We are reworking fact sheets for a number of our specialty investment products. As we read them, we see that we use the same terminology and ideas over and over again. How can we make this aspect of our offering more compelling?

Dealing with a Difficult Partner
by Beverly Flaxington, 6/30/15
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?

The Quest for Clear Communication
by Beverly Flaxington, 6/23/15
I have a great support staff. I cringe, however, when I read some of their email responses to client inquiries. How do I coach them for clearer communication?

The Role of the Human-Touch in a Numbers Business
by Beverly Flaxington, 6/16/15
One of our clients is getting great returns but complaining more than ever. How do we get him to see the benefit of what we are doing?

Managing Multi-Tasking and Meeting Mania
by Beverly Flaxington, 6/9/15
I can't say if I have clinical attention-deficit disorder, but I feel like I do most days. I find myself listening with half an ear on conference calls, and I don't always give my full attention to conversations with clients. I realize I'm doing this, but I can't stop. There are so many demands on my time that I sometimes think if I don't multi-task, I can't keep up with all of it.

How to Make Effective Sales Calls
by Beverly Flaxington, 6/2/15
I don't like making sales calls. Why would someone want to talk to me? What can I do to arrange the time and focus?

The Best Way to Train New Employees
by Beverly Flaxington, 5/26/15
Some of my coworkers believe we should put on a sales hat and try and "sell" our new hires on how great we are. Others think we should stick purely to the facts and just say this is what we do and how we do it. Any perspective on what's better?

Selling for the Non-Sales Professional
by Beverly Flaxington, 5/19/15
Here are three key areas to focus on if you want to increase your selling acumen but stay comfortable doing it your own way.

Making Meetings More Productive
by Beverly Flaxington, 5/12/15
I can't get any work done. My firm is obsessed with meetings, organizing them for every little thing. How do I stop the madness without looking like I'm not a team player?

Improving Client Communication Skills
by Beverly Flaxington, 5/5/15
Clients describe a void to me; they will call to ask questions about an issue and might wait days to hear back. I know that my staff is working on finding an answer, and that's why they don't respond. But the clients don't know this, and it makes for a poor client experience. Any tips on improving the response time and communication?

Getting Centers of Influence to Refer
by Beverly Flaxington, 4/28/15
We have a number of strategic alliances with estate attorneys and CPAs to whom we often refer business. We provide a steady flow to these connections, but they do not refer in kind. Is there a formula that works best to stimulate referrals?

When Lead Advisors Are Not Mentors
by Beverly Flaxington, 4/21/15
I am working to establish a training program that would match a newer advisor with one of our more seasoned ones. So far, this has been a disaster. The lead advisors treat the newer people like administrative staff. How do I teach my lead advisors to be better mentors?

The Words to Avoid in Marketing Your Firm
by Beverly Flaxington, 4/14/15
Are there key phrases and terms we should stay away from in our firm's marketing message?

How to Defend Your Fees
by Beverly Flaxington, 4/7/15
There must be a way to more effectively illustrate the value we provide for the fees our clients pay. How have other advisors done this?

Helping Younger Advisors Excel
by Beverly Flaxington, 3/31/15
What's the best way to integrate a new, young advisor into our practice? We are too small to have a formal training program and I don't have time to sit with someone and provide step-by-step instruction.

Words Every Client Likes to Hear
by Beverly Flaxington, 3/24/15
I've read a lot about different ways to show appreciation for clients: events to plan, gifts to send, newsletters to write, etc. Is there one thing that stands out more than anything else when it comes to letting clients know how important they are?

How to Get Your Team to Use Your CRM
by Beverly Flaxington, 3/17/15
After a lengthy search, my staff and I agreed on a CRM system and paid for consulting and installation. Now we have installed it, but no one is using it. They offer excuses: it is unwieldy or they don't have the time. How do I get them to use the system that they asked for in the first place?

How to Make a Graceful Departure
by Beverly Flaxington, 3/10/15
I can't seem to find the magic conditions to make it worth my while to create a succession plan and retire. What advice do you have that might push me to finally figure out how to make a graceful departure?

Can Aggressive Sales and Quality Service Co-Exist?
by Beverly Flaxington, 3/3/15
Providing the highest quality client service and finding time to network and uncover new sales is challenging at best and impossible at worst. Can these two goals coexist and be achieved?

How to Tell Your "Story" Effectively
by Beverly Flaxington, 2/24/15
We have been very successful when we sit down with a prospect to tell our story. However, our newest advisors find this more challenging. Our story is clear to them, but it isn't distinct from what they have heard at other firms. How can we reinforce our story or build a new one incorporating ideas from our staff?

Steering Clear of Bad Blood in the Office
by Beverly Flaxington, 2/17/15
Two of our advisors openly dislike each other. Is there a graceful way to steer clear of this whole situation?

Freeing Up Time for Growth Activities
by Beverly Flaxington, 2/10/15
We devote most of our time to client communications and portfolio changes. These are the activities that fuel business, so I am reluctant to spend less time doing them. My preference would be to provide the same level of investment and client service but to find time to grow as well. Do you any tips for me?

Coaching an Uncooperative Employee
by Beverly Flaxington, 2/3/15
Is it possible to coach someone who doesn't really want the job they have?

The Characteristics of a Great Sales Culture
by Beverly Flaxington, 1/27/15
If you don't think your sales culture is strong enough, here is a guideline for developing a more robust sales culture.

Combating Depression in Your Firm
by Beverly Flaxington, 1/20/15
One of our most senior advisors has been suffering from depression and it is creating an increasing problem in our firm. Though there has been no official corporate communication, we all know it is going on and see the impacts.

The Best Way to Communicate New Investment Approaches
by Beverly Flaxington, 1/13/15
We recently changed our investment approach. As senior management, we decided against broad messaging because we believed it would cause more consternation on the part of our clients. Some of our advisors think this is disingenuous. Do you agree with our decision or should we be telling our clients exactly what we are doing and why?

New Year's Resolutions for Advisors
by Beverly Flaxington, 1/6/15
I am asking everyone in my advisory firm to write down resolutions for 2015. I want to post these as motivation. As the owner of the firm, I know I need to do the same. What are some of the best resolutions advisors can make?

Can Every Advisor Learn to Sell?
by Beverly Flaxington, 12/30/14
I hired an advisor who showed great promise. Now, nine months later, he does not have a new asset to his name. I read some of your articles on developing selling skills but I wonder whether some advisors just can't learn to do it.

Internal Mentoring or External Coaching?
by Beverly Flaxington, 12/23/14
We are considering two methods for training our younger team members: using internal senior staff mentors or hiring an external coach. Which do you think is best?

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.
Results 551–600 of 715 found.