It is frustrating to have great relationships with clients and centers-of-influence (COIs) but virtually no one refers, especially considering how many people we know. Too few of our happy clients refer to us. Is this normal?
We have had a lot of turnover at our firm. While we are a large organization, it sends a bad message when we lose so many talented people at once. And, of course, many of them are going to our competitors.
I have been very successful establishing high-value relationships and keeping clients happy. But lately our management has been focused on new sales. How can we strike an appropriate balance between driving new revenue and maintaining our existing relationships?
Advisor Perspectives has announced its Venerated Voices™ awards for commentaries published in Q2 2018.
I frequently receive questions about dealing with aging clients. In addition to saving for retirement and developing an estate plan, learning how to deal with mental and physical incapacity in clients is important for advisors.
Why is it so hard to find good talent in this industry – young people who are motivated, know what they need to do and do it?
I can’t get my supervisor to acknowledge I can add value, even though I’ve been at my new job for three weeks.
I typically read about successors who came in and they didn’t know as much as or were less capable than the original founder. In our case we prefer the son to his dad.
When I ask an audience of advisors who wants to be a better salesperson, the room goes silent. I often say “sales” is not a four-letter word (it is five!).
When our less-experienced team members present their ideas, the long-time staff dismisses them as “been there-done that” almost before the idea is fully vetted.