News and resources for Canada's top financial advisors
Time has a greater value than money. If she asks for the time, don’t explain how to build a watch.
Your action: Her problem may have four solutions. State them and identify your recommendation and rationale. If she wants details, she’ll ask.
If his boss needs him, he’s always available. This trait got him promoted. He expects it of his subordinates – and of you.
Your action: Your staff is available during business hours. You are a different story. He needs your home and cellphone numbers. For serious issues he can call you anytime.
From time to time you’ll need to reach her. How?
Your action: During the day her assistant will find her. Ask her which channel she prefers when immediate communication is required. Use it sparingly and wisely.
His business would continue if something happened to him – another executive would fill his role. He expects the same from his financial advisor.
Your action: Talk about your team and firm. An investment policy statement for the client raises his comfort level regarding continuity. If something happened to you, others would continue implementing the plan.
Read: Affluent tastes and trends
The skills that get senior executives to the top are the ones they want to see in their advisors. Here’s what they’re looking for.
He runs his firm with a goal and a strategy to get there, and uses metrics to track progress.
Your action: Talk financial planning, asset allocation and professional money management. Speak their language.
Read: Where to find wealthy prospects
Executives make decisions by comparing actual versus targeted numbers. When they see numbers seriously out of line, they ask questions.
Your action: Has her overall net worth or AUM changed? Suggest rebalancing. Talk about progress towards goals and the return she needs to get there.
If he establishes an operation in China he isn’t expecting to be in and out in three months. It takes years to build a profitable operation.
Your action: Don’t focus on “how we did this quarter versus the market.” Establish a long-term relationship by talking about long-term objectives and progress towards goals. Report on near-term developments but keep the objective in sight.
You know what happens to CEOs who don’t deliver. They get fired. They are under pressure to deliver results. They are “What have you done for me lately?” clients.
Your action: Avoid excuses and think big picture. Yes, the market performed poorly, but what else have you done? Did you work with her attorney and accountant to establish a trust, or set up a life insurance trust as part of her estate planning? Articulate the value you provided.
Read: Advising the ultra rich
Time has a greater value than money. If she asks for the time, don’t explain how to build a watch.
Your action: Her problem may have four solutions. State them and identify your recommendation and rationale. If she wants details, she’ll ask.
If his boss needs him, he’s always available. This trait got him promoted. He expects it of his subordinates – and of you.
Your action: Your staff is available during business hours. You are a different story. He needs your home and cellphone numbers. For serious issues he can call you anytime.
From time to time you’ll need to reach her. How?
Your action: During the day her assistant will find her. Ask her which channel she prefers when immediate communication is required. Use it sparingly and wisely.
His business would continue if something happened to him – another executive would fill his role. He expects the same from his financial advisor.
Your action: Talk about your team and firm. An investment policy statement for the client raises his comfort level regarding continuity. If something happened to you, others would continue implementing the plan.
Read: Affluent tastes and trends
The skills that get senior executives to the top are the ones they want to see in their advisors. Here’s what they’re looking for.
He runs his firm with a goal and a strategy to get there, and uses metrics to track progress.
Your action: Talk financial planning, asset allocation and professional money management. Speak their language.
Read: Where to find wealthy prospects
Executives make decisions by comparing actual versus targeted numbers. When they see numbers seriously out of line, they ask questions.
Your action: Has her overall net worth or AUM changed? Suggest rebalancing. Talk about progress towards goals and the return she needs to get there.
If he establishes an operation in China he isn’t expecting to be in and out in three months. It takes years to build a profitable operation.
Your action: Don’t focus on “how we did this quarter versus the market.” Establish a long-term relationship by talking about long-term objectives and progress towards goals. Report on near-term developments but keep the objective in sight.
You know what happens to CEOs who don’t deliver. They get fired. They are under pressure to deliver results. They are “What have you done for me lately?” clients.
Your action: Avoid excuses and think big picture. Yes, the market performed poorly, but what else have you done? Did you work with her attorney and accountant to establish a trust, or set up a life insurance trust as part of her estate planning? Articulate the value you provided.
Read: Advising the ultra rich
Time has a greater value than money. If she asks for the time, don’t explain how to build a watch.
Your action: Her problem may have four solutions. State them and identify your recommendation and rationale. If she wants details, she’ll ask.
If his boss needs him, he’s always available. This trait got him promoted. He expects it of his subordinates – and of you.
Your action: Your staff is available during business hours. You are a different story. He needs your home and cellphone numbers. For serious issues he can call you anytime.
From time to time you’ll need to reach her. How?
Your action: During the day her assistant will find her. Ask her which channel she prefers when immediate communication is required. Use it sparingly and wisely.
His business would continue if something happened to him – another executive would fill his role. He expects the same from his financial advisor.
Your action: Talk about your team and firm. An investment policy statement for the client raises his comfort level regarding continuity. If something happened to you, others would continue implementing the plan.
Read: Affluent tastes and trends
"Landmark" legislation is significant step forward in protecting investors, organization says
By James Langton |May 28, 2024
2 min read
Reichmann Segal Capital Partners says it plans to invest in new product development and expansion
By The Canadian Press |May 28, 2024
1 min read
Despite challenges, overall revenue grew
By Ian Bickis, Canadian Press |May 28, 2024
3 min read