A number of our clients are watching the markets and becoming increasingly uncomfortable with the ups and downs. We have many retirees and soon-to-retire clients and 2008 is still fresh in their minds. They fear another disastrous downswing in their portfolios.
We are grooming three young people to be successors to our founder. What should we expect of them?
I know you’ve written a few times on difficult clients, but I hope you will indulge one more inquiry. What if the difficulty stems from possible dementia?
Our partners take marketing very seriously. They are focused on growing and want to create a sustainable business. We’re all very involved. The problem is, it is too much.
Do you have any tips on the best way to coach and mentor someone who is the heir apparent in my firm? I have a young man who is sharp, highly credentialed and very good with clients. The problem is he rubs people in the firm the wrong way.
I want to hire someone with a few years of experience because I don’t have the time or inclination to train a new graduate. I’ve been posting ads to LinkedIn and networking through friends, family and even clients but cannot find a single candidate.
Unfortunately the old-fashioned networking that worked for you no longer succeeds. Consider these four tips to make networking work for your team.
Our sales manager is starting to implement more stringent requirements around how many calls we have to make each day and how many meetings we have to have in order to plan a trip. He wants to weave results into our bonus program.
This week I learned a valuable lesson on delegation and communicating in a polarized political environment, and on being respectful of how people might interpret something.
My partner and I are at a crossroads in our advisory firm. For years we have been in sync about our values and culture, how we should grow and even the people we have hired to join our team. In the last few months, though, he has become aligned with some radical political philosophies.