Refine Search

Search Results

Results 601–633 of 633 found.

How to Hire the Best People
by Beverly Flaxington, 1/29/13
Numbers rule. Investments, financial plans and future goals can be assessed quantitatively. But the fundamental component of an advisor's practice is the people. Having the right people on your team to work with your clients and support your efforts is crucial to your long-term success, which is why I created a structured process for hiring the best employees.

Overcoming a Lazy Coworker
by Beverly Flaxington, 1/22/13
One of my co-workers is lazy. He doesn't come in on time, he never does the work he is asked to do and he won't answer the phone. The rest of us take care of everything. It frustrates me that the owners do not see how hard we work and how he never helps out. Is there some way I can let them know about the inequities without coming across as a tattler?

Dealing with an Unreasonable Compliance Department
by Beverly Flaxington, 1/15/13
I am in a very successful practice within a B/D. The firm brought in 'new guns' to oversee our compliance. I got along fine with our old team. Now everything we do is scrutinized and most of the time we are told 'no.' How should I deal with an unreasonable compliance officer?

Should Bonuses be Tied to Performance?
by Beverly Flaxington, 1/8/13
We do performance reviews for our staff every year. I do not believe performance should be directly linked to bonuses ? they are different topics. But my COO says that we should divvy up the profit pool based on everyone's performance. Who is right?

How to Boost Your Team?s Morale
by Beverly Flaxington, 1/2/13
With the new year rapidly approaching, I want to instill enthusiasm and excitement for my team. We are concerned about the events in Washington and the price we will pay for inaction by our politicians. In the face of this, I want to remind my team of the value we provide for our clients. How can I instill the boost I'm seeking without seeming fake or forced?

Managing Client Interpersonal Dynamics
by Beverly Flaxington, 12/26/12
I run a high-end family office firm. A couple of families are dealing with significant interpersonal dynamics. In one case, I fear a client's son is emotionally unstable and could be harmful to someone. In another case, I have seen unnecessary confrontation among siblings.

Should Your Firm Write its Own Marketing Copy?
by Beverly Flaxington, 12/18/12
My new marketing person has ideas for client outreach and communication. He says we would have more impact if we wrote our own articles and emails instead of using the vendor we have utilized for many years. Will we get more out of our communication if we write our own copy?

Dealing with Lazy Employees
by Beverly Flaxington, 12/11/12
We are doing everything by the book in terms of hiring and team development in our firm. We use a recruiter, have an on-boarding process, team-up new hires with existing staff members, and conduct regular performance reviews. So why are my employees still lackadaisical?

What to Give Clients for the Holidays
by Beverly Flaxington, 12/4/12
During the holidays we have always sent tasteful gifts to our clients. This year the other partners are encouraging me to abandon the tradition in favor of a donation to a favorite charity. It would be our choice of a charity and not the client's choice. I am uneasy about this.

Dealing with a Ruthless Competitor
by Beverly Flaxington, 11/27/12
An advisor in the same town as I am is winning business that should be going to my firm. Prospects tell me that he makes claims that I know are patently untrue. Is it appropriate in sales meetings to tell prospects that this guy lies?

Working with Clients when Markets are Tough
by Beverly Flaxington, 11/20/12
It's hard for me to get clients excited and upbeat these days. The markets have been disastrous and unpredictable for too long. How can I get myself back on track?

The New Dynamics of Referral Generation
by Beverly Flaxington, 11/13/12
Discussion of financial advice among acquaintances has gone totally off the grid. It has become an almost universally taboo subject. People are loath to broach any conversation about personal finances. What are your thoughts?

Overcoming Meeting Mania
by Beverly Flaxington, 11/6/12
My company is going to win the award for ?Meeting Mania.? When clients want to meet, I can?t accommodate them because of all the meetings we are required to attend: update meetings, investment meetings, focus groups, team breakouts, etc. It?s crazy, and I am not productive in this environment. How can I stop the insanity of these meetings?

Overcoming Employee Finger-Pointing
by Beverly Flaxington, 10/30/12
We have a team-selling approach. We have portfolio advisors, salespeople and client-servicing people who all go on calls together. I own the firm and I'm tired of hearing each of them complain to me about one another. It's always someone else's fault. What advice can you give me so that I don't say something that I will regret?

When Portfolio Managers are Asked to be Marketers
by Beverly Flaxington, 10/23/12
I work for a large firm as a portfolio manager. We are increasingly asked to make sales presentations and find new business. Is managing money no longer important in this business?

When Strong Client Relationships Aren?t Enough
by Beverly Flaxington, 10/16/12
Building strong personal relationships with your clients and consistently exceeding their expectations for direct, personal service ? these traditionally were the best ways to generate referrals. But what if that's no longer enough?

How to Manage an Overextended Team
by Beverly Flaxington, 10/9/12
I work for a large financial firm. I am continually frustrated by the fact that we generate lots of good ideas and talk about what we need to do, but rarely get things done. Many things stay open-ended, or up for discussion. I am part of the problem because I am so busy, as is my team. How can I be more of a doer and less of a talker?

When Centers-of-Influence Don?t Refer Clients
by Beverly Flaxington, 10/2/12
Everyone tells me I can sell more through relationships with attorneys and accountants. I have some that I know well. I refer to them, but they don't reciprocate. What am I doing wrong?

A Woman's View of Choosing a Financial Advisor
by Beverly Flaxington, 9/25/12
Here are five things I've learned about what women seek in the marketplace.

Selling Your Practice ? After Negotiations Fall Apart
by Beverly Flaxington, 9/18/12
I was hoping to sell my firm to another financial advisor. When the time came to close the deal, he turned into a different person, trying to negotiate for all kinds of things and generally being very nasty. The deal fell apart. How do I find a suitable buyer who will treat me with respect and negotiate fairly?

Dealing with Facebook-Addicted Employees
by Beverly Flaxington, 9/11/12
Is it reasonable to expect my younger staff to stay off Facebook and their phones, and concentrate on what they need to do to be successful? Is there anything I can do to get them to unplug and concentrate on our work during work hours?

Overcoming Client Inertia
by Beverly Flaxington, 9/4/12
I have clients with whom I have worked for some time, and they just don't make the decisions they need to. They will say they have a referral for me, for example, but never give me a name or contact info. They will say they are going to come to a client event, but then not bother to show up. What can I do to make them more active and responsive?

Managing an Unmotivated Employee
by Beverly Flaxington, 8/28/12
What do I do when I have staff members who don't seem interested in self improvement? They aren't bad workers per se; just not motivated to improve. It frustrates me no end that I can't light a fire under them.

Dealing with Gossip in a Small Firm
by Beverly Flaxington, 8/21/12
Is gossip bad in a small firm, or can it be useful? I like to have employees tell me what's going on in our eight-person advisory firm. For me, it's where I get my best information about what's really going on. Is there a better way for me to manage? I don't want to be destructive but I don't want to cut off my best sources of information.

Dealing with a Lazy Partner
by Beverly Flaxington, 8/14/12
What do you do in a partnership where one advisor (me) is aggressive, works late every night, brings in a lot of new business and the other (my partner) is lazy? It's beginning to annoy me that while I work hard, he just reaps the benefits without an equal contribution.

When Clients are on the Verge of Divorce
by Beverly Flaxington, 8/7/12
What do you do when you are pretty sure your clients are on the verge of divorce?

Dealing with Elderly Clients
by Beverly Flaxington, 7/31/12
What do you do when your client base is largely made up of elderly people and they are starting to fail - especially mentally? I have a number of clients who seem to be suffering from early dementia and memory loss. I don't want to be offensive to them, but I don't trust they even understand what I am saying sometimes about their financial situation.

Integrating a Salesperson into Your Practice
by Beverly Flaxington, 7/24/12
I'm about to hire a salesperson for the first time. We need a go-getter who will find us new business. How do I avoid conflict between this new person and my advisors? I want everyone to work together. Do I wait for tensions to dissipate or are there things I can do to set up for success?

Happy Clients - But No Referrals?
by Beverly Flaxington, 7/17/12
We have very satisfied clients. Our last client satisfaction survey showed a 98% 'high satisfaction' rate. However, we don't get many referrals. It's frustrating because we do everything to serve our clients well - and we ask for referrals. Why don't happy clients refer to us?

The Disruptive Rainmaker
by Beverly Flaxington, 7/10/12
We brought a new advisor into our firm two years ago - a rainmaker. In the beginning he added a lot of value and we were excited to have him. Lately he has been disruptive - boldly and publicly questioning some of the decisions my partners and I have made. Should I put up with the behavior?

Regaining Confidence Amid Layoffs
by Beverly Flaxington, 7/3/12
We had to lay off a couple of people in our investment firm. As the founder and leader of the firm, the turmoil that resulted upsets me but I don't know what to do to give everyone confidence that I don't feel myself. Can you give me some tips about how to minimize the fear without being dishonest?

Ask Bev: Lessons from the Human Side
by Beverly Flaxington, 6/26/12
Here is the initial installment in what we hope will become a regular column from Beverly Flaxington, a practice management consultant. She answers questions from advisors facing human resource issues.

Communicating with Ease
by Beverly Flaxington, 3/9/10
Advisors, like so many people in relationship-oriented businesses, depend on strong communication to maintain and grow their businesses. In this guest contribution, author Beverly Flaxington discusses her new book about how advisors can communicate with ease and strengthen their bonds with clients.
Results 601–633 of 633 found.