A new book focused on how institutional asset managers build sufficient trust to attract and maintain assets is helpful to advisors, albeit on a smaller scale. What I didn’t expect were the key traits that inspired trust.
I’ve met hundreds of advisors. None came across as incompetent. But few projected warmth.
Much of the advice you provide is geared towards planning for retirement and insuring your clients are able to maintain their quality of life after they stop working. Here’s what you may not know: There’s compelling data showing a link between early retirement and death.
I’ve asked countless advisors if they ever had the experience of saying something they thought was really interesting, and having the other person pause, reflect and respond, “Tell me more about that?” This article is about the only two who said “yes.”
Recently, I’ve been coaching a few advisors who have seen my presentations and wanted help with theirs. I shared with them my flawed assumptions about how to engage an audience. Now I want to pass on what I’ve learned to you.
This isn’t another article on what’s likely to happen to the advisory industry. I don’t have a clue.
Often, prospects and clients don’t want your advice. Here’s why.
Harvard University has been the source of many great ideas. A 2012 study revealed the key concept that I have used to help advisors growth their practices. Its findings were expanded by just-released research from the university.
I’ve identified two questions that have universal appeal. My experience may help you when you meet with prospects.
I decided to determine how I was doing with the many advisors I work with in the course of my coach sessions. This process led me to a breakthrough exercise that immediately improved my emotional connections with others. It is something every advisor can adopt.