Kevin Hoffberg is Managing Director of Marketing for Private Client Services
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In the same way that you rebalance your clients portfolios, perhaps it is beneficial to refresh the list of questions you typically use with you clients. Powerful questions can strengthen relationships.
One of the big ideas I learned is the power and importance of language. That can mean a lot of things but one thing in particular is that the coach needs to establish some key terms and ideas with the team early in the season so that you can call on that common understanding/code when you need it later.
If you’ve been an advisor for any length of time, you know there is a high likelihood that some of your clients have assets with another broker or advisor. “Hidden assets” have the potential of taking the strategy, plan and portfolio you have agreed with your client and turning them into something completely different. So what to do?
A “real conversation,” the kind where you and your client find a way to put the charts and figures aside for a few minutes and talk about what your client is really thinking and feeling about retirement, can be difficult to have, and even harder to start. Towards that, we offer a couple of suggestions.
It seems like anyone and everyone can find a lesson, morality tale, or instructive point about the apparently pending end of the world on December 21, 2012 as predicted by an unknown and unnamed Mayan calendar maker. Even your trusty Helping Advisor bloggers found an opportunity to leverage the story to make a point about
If you have followed our Financial Professional Outlook you know that we have been keen to understand what advisors and their clients are talking about and why. A couple of thoughts stand out as I look back on what we heard in 2011.
“Attention please, there has been a fire reported in the building. Please evacuate to the 9th floor.” So what did nearly everyone in the building do? Evacuate to the . . . 8th floor. Why? Because that’s what everyone else was doing. Huh? Professor Robert Cialdini, in his groundbreaking book, Influence: the Psychology of Persuasion defines six
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