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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Reframe "wealth management" to achieve sustainable success in financial services
You've Been Framed™ is a step-by-step guide for achieving ultimate profitability and sustainability for your financial advisory firm. Whether you're a savvy entrepreneur ready to dominate your competitors, or a more experienced advisor moving toward selling your practice, this guide will help you proactively reframe your business. You'll learn how to grow your pipeline of prospects, win the next generation of clients, and deepen your business so it can thrive without you—leaving you free to pursue what matters to you. Build your business on a holistic foundation of wealth management and assemble the team that will take you to the top as you develop a whole new perspective from which to offer your services. Transform your role from "directive advisor" to "trusted advocate." Completely shift the paradigm, and make yourself the de facto solution to your clients' wealth management issues.
Whether it's the firm with which you're affiliated or the types of products and services you offer, you've been "framed." As a wealth management advisor, your clients have little understanding of what you do or why you do it. Even your team may have the wrong idea. This book helps you clarify and demonstrate the value of your knowledge and skills, so you can frame your work on your own terms.
- Build and showcase your enterprise value
- Renew client relationships and attract new demographics
- Become a leader with proven team-building tools
- Shift your role from advisor to advocate
If you haven't effectively led discussions to co-create what your business stands for—and what differentiates it from competitors—you're losing talent, prospects, and business. You've Been Framed™ gives you the perspective you need to thrive in the new financial environment, and achieve sustainable success.
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Seitenzahl: 406
Veröffentlichungsjahr: 2015
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You’ve Been Framed
How to Reframe Your Wealth Management Business and Renew Client Relationships
Ray Sclafani
Cover image: © Atlantide Phototravel / Corbis Images Cover design: Wiley
Copyright © 2016 by Ray Sclafani. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada.
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ISBN: 978–1–119–06201–1 (Hardcover) ISBN: 978–1–119–07987–3 (ePDF) ISBN: 978–1–119–07957–6 (ePub)
To my beloved wife, life-learning partner, best friend, and soul mate. Sally, I love you with all of my heart! Your unending love and support has provided me the confidence to dream big for us. It's corny, it's true: You complete me. Cent'anni, BAV! Love, Harry!
To our boys, Jonathan and Nicholas. You both inspire me, each day, to become the most I can be. You are God's greatest blessings that Mom and I could ever have hoped for. May you both soar to heights far above what we could have ever dreamed. I only hope this work is an example of possibility for you. Remember to laugh and play along the way!
To my mom, who showed me the way—who has been and I know will always be there for me. I love you.
To Nana, who sent me that $25 in college and helped feed me when I had nothing. I love you. Happy 93 years young!
To my clients, current and past, who have trusted in me, partnered, and been willing to give me a chance. Thank you, from the bottom of my heart, for believing in our work together.
To every great financial advisor across the globe. Your work inspires me. May you continue to positively impact the lives of your clients and change the world for the better in the noble work you do each and every day. Thank you for your unending commitment to excellence.
Contents
Foreword
Acknowledgments
Introduction
Good versus Evil in the Financial Industry
Who This Book Is for
The Goods: What This Book Contains
Joining Together to Create a Noble Profession
How to Read This Book
Conclusion
Notes
PART I: You Gotta Believe
CHAPTER 1: You've Been Framed!
What’s a Frame?
The Five Levels of Framing
Conclusion
Notes
CHAPTER 2: What the Best in the Business Don’t Want You to Know: The Five Wealth Management Reframes
Reframe #1: I Provide My Clients with Comprehensive Wealth Management That Begins with Outcomes-Based Financial Planning
Reframe #2: I Partner with My Clients
Reframe #3: My Team Is the Best at Serving OUR Clients
Reframe #4: My Clients and My Team Work Together to Define What Value Our Clients Need and What Value My Team Can Provide
Reframe #5: I BUILD A LEGACY BUSINESS THAT SERVES MULTIPLE GENERATIONS TO COME
Conclusion
Notes
CHAPTER 3: Death of a Salesman/Saleswoman and Rise of the Wealth Advisor
The Mis-Frame
The Roots of the Industry
Sales, No More
Welcome to the World of Wealth Advising
Conclusion
Notes
CHAPTER 4: The Big, Fat Lie
We’ll Always Be There for You . . . Until We Aren’t
The Next Generation of Advisors
Conclusion
Notes
CHAPTER 5: Lone Ranger to Leader™
Surrender Independence to Interdependence
Team Defined
Do You Have a Team or Do You Have a Work Group?
Conclusion
Note
PART II: Five Steps to Reframing Your Business
CHAPTER 6: Discovering Your Current Frame: The ClientWise Conversation™
The ClientWise Conversation™
The Meeting Setup
Conclusion
Notes
CHAPTER 7: Defining Your New Frame by Discovering Your Value
Question 1: What Is Your Noble Purpose?
Question 2: Who’s Your Ideal Client?
Question 3: What Are Your Clients’ Needs?
Question 4: What Solutions Do You Provide?
Question 5: What Other Trusted Advisors Work with Your Target Group?
Question 6: What Team Would You Like to Build to Fulfill Your Noble Purpose?
Capturing Your Value
Conclusion
Notes
CHAPTER 8: Building Your New Frame
Lone Ranger to Leader™
Reframing Your Marketing Collateral
Conclusion
Notes
PART III: Now What?
CHAPTER 9: Teaching Others How to Frame You: Renewing Relationships
Delivering the Frame, Delivering the Firm
Transitioning Current Clients to the Team Frame
Acquiring New Clients for Your New Frame
Conclusion
Notes
CHAPTER 10: Sharing the Frame: It’s All About Advocacy
What Is a Loyal Advocate?
Building Client Advocates
Building Professional Advocates
Conclusion
Notes
Conclusion: Ten Signals of a Successful Reframe
You Know Your Reframe Is Working If . . .
Go to the ClientWise eXchange™
Conclusion
Additional Resources
About the Author
Index
EULA
List of Tables
Chapter 2
Table 2.1
Chapter 7
Table 7.1
Table 7.2
Table 7.3
Chapter 8
Table 8.1
Table 8.2
Table 8.3
List of Illustrations
Chapter 1
Figure 1.1 The Five Levels of Framing
Chapter 2
Figure 2.1 Areas of Wealth Management
Figure 2.2 Areas of the Wealth Management Practice
Chapter 3
Figure 3.1 Evolving Role of the Financial Advisor
Chapter 5
Figure 5.1 Old Team Structures
Figure 5.2 New Team Structure
Chapter 6
Figure 6.1 The Five Steps to Reframing Your Wealth Management Business
Figure 6.2 Reframe Step 1: Collect Data from the Marketplace
Chapter 7
Figure 7.1 Reframe Step 2: Define Your New Frame
Figure 7.2 The Wealth Management Reframe Process
Figure 7.3 Aligned versus Unaligned Advisor Services and Client Needs
Chapter 8
Figure 8.1 Reframe Step 3: Build Your Frame
Figure 8.2 Team Makeup of More Than 300 Advisors (Answered by 323 Respondents)
Chapter 9
Figure 9.1 Reframe Step 4: Renew Relationships
Figure 9.2 Sharing the New Frame with Your Clients
Figure 9.3 The Three Stages of the Client Acquisition Process™
Chapter 10
Figure 10.1 Reframe Step 5: Create a Loyal Advocate Network
Figure 10.2 Total Potential Value of the LCA Network
Figure 10.3 Five Steps to Building Loyal Client Advocates™
Figure 10.4 Five Steps to Building Professional Advocates
Figure 10.5 Priority Categories for Potential Professional Advocates
Guide
Cover
Table of Contents
Part I
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Foreword
When I first met Ray Sclafani in the early part of this century, he was leading the wholesaling team for Alliance Bernstein’s mutual funds. He struck me as an earnest, caring, driven executive who was confident in his abilities but not naïve enough to think he had all the tools necessary to be truly great. In other words, he was a perfect student.
Since then, I have had hundreds of interactions with Ray both personally and in combination with the clients he has served. I was there in the beginning as he started to frame out his business structure for his new business, ClientWise. Since then, he has helped hundreds of financial professionals transform the way they organize their practices and consciously execute a plan.
I was struck by his willingness to hear feedback with an open attitude and his commitment to making decisions based on these ideas. I found him to be one of the hardest-working people in this business, who never settled for mediocrity and who never tolerated being average. Interestingly, this is the basic tenet of his book, You’ve Been Framed.
Ray is able to draw on his many years in business development, management, and ownership to craft a compelling narrative for entrepreneurs seeking to get to a new level of fulfillment with their firms. I found his modular approach to helping advisors evaluate, address, and resolve challenges to be especially thoughtful. It allows readers to contemplate a question, then refer back to the relevant sections of the book to process the optimal outcome.
The financial services profession is going through a profound change. What has worked in the past will not work in the future. Today’s economics, demographics, and regulatory environment introduce a whole new set of challenges for the business. In my experience, I find the profession divided into two camps: those who live in the past and complain about the present and those who see the present as a catalyst for the future.
What Ray has done with this book is give structure to those who wish to transform their business from a vehicle for generating income to one that makes an impact on the lives of others. It is an important addition to your business book library.
Mark C. Tibergien
Acknowledgments
It was in the spring of 2003, as I recall, that Dan Sullivan of Strategic Coach suggested to me that I consider building my own firm. Soon thereafter, he challenged me to write a book. Well, years later, I decided for myself that it was time. Thanks, Dan . . . for the freedom, the fun, and the challenge to think creatively, follow my unique ability, and make every day a positive focus. You helped me make this work possible.
There are many friends, colleagues, and neighbors who helped shape me as a human and as a professional.
Joan Weltz, may God rest her soul, taught me in the fourth and fifth grades at P.S. 79 in Whitestone, Queens, that it was okay to try new things and that even if I wasn’t great at something, I could learn and take risks. She gave me the confidence to know, even at a young age, that it was the adventures in life that brought great surprises—and that a move to Texas was BIG!
It was Mr. Bennett of J. J. Pearce High School who had such vision and figured out how to mobilize so many high school kids to show up at 0-dark-thirty—to shoe-polish marks on the parking lot to teach us how to march our way right onto that football field every Friday night and believe. He was also the guy who told me I couldn’t be the leader of the band. Whew! That was important.
Also to be remembered are the many professors at Baylor University who took such great care to make sure I made it, who supported me, who taught me lots of life lessons, and who helped make me into who I am today.
Then there was the one trip, and the only trip, where I would learn from my Uncle Len how to commute, at 17, from Bayside by bus, the Q16, to Flushing for the 7 train to Grand Central, where I would change to the 4 or 5 downtown to Wall Street, before walking up Broadway to 140. During that trip, it was Uncle Len who taught me how to fold (back in those days) a Wall Street Journal, which one must read each and every morning. Thanks for the tokens, Uncle Len! And yes, I did mix the tokens up a bit!
I gratefully acknowledge, too, my former colleagues at Alliance Capital, who just seemed to know exactly where to place me so that I could achieve great results, each and every time: Alan Halfenger, who took a young 17-year-old, gave him a job, and told him just what to do to succeed, and Willie Mae, who ran that mailroom and taught me the importance of locking the safe. It was Jim Yockey who took a chance on me and taught me about the advisor, about learning what was important to helping each advisor build a business, about building the database, and about running a business. But there are so many others who came after Jim, especially Bob Errico, to whom I owe a career. Although Bob may never know how much that visit to Texas meant, while having that lunch at The Palm, it was a full life lesson that would provide career guidance for the many years to come. John, Rick, Mike, Dave, and all of the others! What a ride! Thanks for the memories, the lessons, and the lifetime of friendship. And for all of those great runs through the Park and around the city! Every morning was an individual lesson in what matters.
I send a huge thank you to Bob Powers, who rests in peace; whose wisdom, stories, and catchphrases are priceless, each and every morning, then and now; and who kept me going and thinking and becoming. So, “send in the clowns . . .”
Dr. Marvin Sadovsky, who taught me about communication, partnering, and the belief systems in neurolinguistics, helped me to create this work. That outcome frame is all I ever needed. Thanks for that!
Mr. Carrol Meredith, who also rests in peace, and who spent hours teaching me about this business, was always there for me. His commitment to Merrill Lynch, to his advisors, and to his clients was awe inspiring. Carrol represented all that there was in the phrase, “Do right by others.”
My favorite running partner and Jewish father, Harold Rubin, who has been so willing to share his wisdom about life, about work, and about this business, has helped me shape my thinking about the future of financial services.
Thank you to our total team at ClientWise, which has provided such a powerful platform of possibility, for future growth, for our clients, and for ourselves to partner and achieve the unimaginable.
Sophia Harbas, our director of coaching services at ClientWise, has been with me every single professional step of the way, a best friend for Beth and me, and a thinking partner who always knows how to think out of the box. Thanks for being you . . . for leading and for inspiring me to press forward and do our best for others. Your unselfish acts of kindness and partnership are an example for us all. Thanks for the journey. The best is indeed yet to come!
Thank you to Lisa Hanna, our chief of staff, who more than nine years ago signed up for more than I think we both could think of at the time. I’m still amazed at how she keeps the trains running on schedule and fits it all in!
Thank you, Beth Holly. Your attention to detail and project management has truly made this work come together. Thank you very much, Christina. Or is it Kristina?
Last but not least, thank you to Mark Tibergien, for whose knowledge about this industry and vision for where we should come together to think about the future we all owe a great deal. His contributions and dedication that have helped so many others, his intellect and passion, mean more to me than those of any other professional I have ever met. Thank you, Mark!
Introduction
This book is built on the following premise: Financial advising is a noble profession. As a financial industry veteran of more than 25 years, I have been witness to the amazing work that advisors do every day to help other people live satisfying, fulfilling, and successful lives.
Financial professionals do meaningful work. They help their clients to design the lives they want to lead and then help them live to the fullest, whether by guiding clients through the challenges of transitioning toward retirement, preparing for and selling a family-owned business when there is no next generation to take it over, making adjustments to original plans because of a divorce, or sending a child to the college of his or her choice. Financial professionals provide support to clients taking care of unexpected health care costs with aging parents and are there as clients work through the financial and maybe even emotional implications of a spouse’s death. The most effective financial advisors also speak to their clients about philanthropic giving, endowment work, and setting up trusts, helping to create a positive influence that radiates out into society.
I call it impact work. Why? Because when advisors do their jobs well, not only does their work impact this generation, but it also carries forward through multiple generations. If a financial advisor does a great job with his or her client, that client’s children and grandchildren will be better off because of that partnership, as will the charities and endowments to which the client contributes. Society will be better off, too, as advisors have helped clients maximize both their wealth and their ability to pay that wealth forward.
KEY CONCEPT
Financial advising done at its best is impact work that allows the advisor to make a positive difference in the life of the client, in the lives of the client’s heirs, and in all of the diverse parts of society that that client’s life touches.
Advisors themselves have an opportunity to create change by the way in which they conduct their practices. As Dan Sullivan puts it, financial advisors of the future will have the opportunity to “innovate more and more fundamental solutions to economic, political, and social issues.”1 I am reminded of one advisor client of my firm who has found a way to start schools in Africa for girls and another who is involved in an annual bicycle giveaway to underprivileged children. Sullivan points to the example of an advisor who created a divorce mediation program that could be used not only in financial services but also in legal and counseling services. Whether on a small, medium, or big scale, that’s true impact. It’s what our profession looks like at its best and what it can be more and more as we move into the future.
Good versus Evil in the Financial Industry
The idea of the financial profession being noble sounds a lot like heresy if we rely only on what we see in the media. There, we don’t hear about the positive side of the financial industry; we hear instead about financial traders under criminal investigation, brokerage firms facing fines, scammers using Ponzi schemes to cheat investors, and decent Americans having their homes foreclosed on due to a mortgage industry gone awry. We see the rawest side of the financial industry depicted in films that showcase sex, drugs, and corruption (The Wolf of Wall Street comes to mind); we may witness our neighbors shaking their heads at the mention of the latest financial scandal among the big banks on the evening news or their social-media feed; and we may hear our friends and family complaining about the greed associated with the industry.
In reality, these portrayals represent only a small segment of the financial profession, and they certainly don’t represent the typical financial advisor. If you are a financial advisor, you know as I do that the majority of individuals in our industry are principled, hardworking, and committed to serving others. They are taking client calls the night before a holiday because they want to make sure their clients get the service they deserve. They are reading up on the tax code on weekends to make sure they have the latest information for their clients long before April 15 rolls around. They update their knowledge of the capital markets frequently. They are curious about people, and they are excellent listeners. They are dedicated to their clients’ financial health and prosperity, and they are not counting their paychecks as the media sometimes suggests.
While it’s true that being a financial advisor and being the founder of a financial advisory firm have monetary benefits, the majority of the financial professionals with whom I have had the honor of serving and partnering are empathic, notable for their deep integrity, and committed to serving others. Throughout this book, you will read many of their stories, which reveal the approach they are taking to help accelerate their own success and how they partner with clients. I have the unique good fortune of occupying a front-row seat to observe the work of the best in the business, and I will share what I’ve learned with you.
KEY CONCEPT
Despite media coverage of negative and scandalous financial industry stories, financial advisors are, by a wide margin, hardworking, principled, knowledgeable, and generous individuals who are a credit to the industry and to their clients.
Who This Book Is for
As you decide whether to purchase this book or whether to read deeper, you may be wondering whether this book is for you, given that there are so many different types of financial professionals out there. In fact, this book is for financial advisors of any type—wirehouse, independent broker-dealer, and registered investment advisors—who are interested in enriching and/or expanding their teams, strengthening their client relationships, and growing their practices.
In particular, if you are an advisor who knows you have something valuable to offer your clients but you are asking yourself whether you and your firm are doing an effective job of communicating that value, this book is for you. If you are a financial advisor who has found yourself thinking about your professional brand lately and wondering if it is developed enough to attract your ideal client, this book is also for you. Maybe you have yet to define your own brand or specific value proposition, but you do know that you’d like to grow your practice, and you recognize that there is room for you to do a better job of marketing your services. Or perhaps you’ve been pigeonholed by some of your clients: They don’t understand the full breadth of services you offer, and you’re ready to break out of that narrow mold and create a brand that is as big as you now are. If so, this book is for you.
This book is also for those advisors who want to be able to sell their firm someday and who are seriously thinking about an exit strategy. This book will help these advisors clarify their value proposition to clients and learn to document that value, so others on the team can replicate the unique capabilities and approach of their firm and scale them over time for greater profit.
Last, this book is for those advisors who believe in the potential of this profession to help people live better lives and who are interested in having a positive impact on others and leaving a legacy.
Come Together: Calling Advisors from Every Channel
We have all heard the debates regarding which channel serves clients the best. We have witnessed regulations being created to designate which advisors can claim that they have a fiduciary relationship with their clients. And we have seen the rivalry that can occur between professionals in competing channels. We will not engage in that debate here. In fact, we will proceed under the premise that every channel has its value and that we all have something to learn from one another.
Regardless of the channel in which an advisor chooses to operate—wirehouse, independent broker-dealer, hybrid, insurance, or registered investment advisor, to name a few—almost all financial advisors are working diligently to provide the very best they can for their clients. These advisors are committed to doing well by their clients, regardless of any public suspicion that it’s all about making money for themselves. There are debates about whether the wirehouse folks have allegiance to their clients versus their corporations, for example, but I invite you to set those debates aside for now and focus instead on the reality that all financial advisors, regardless of channel, are in this together.
Even with the differences among us, we are all part of the same industry, and it is up to us to set the tone of engagement for the future. Go competitive and go negative and we only feed the public’s perception that advisors are focused on profits rather than people. Choose instead to see value in different approaches and to opt for collaboration, and we not only help create a positive face for the public but we also increase the chances of elevating our own industry. If we remain client focused and “client-wise,” we can all benefit. In a rising tide, all boats will rise together.
The Goods: What This Book Contains
This book provides all the tools you need to consider how you may wish to reframe yourself, your team, and your firm, as well as to engage in the actual reframe. While the reframe itself ultimately will be unique to your firm and your clients, the process to get there is consistent across firms, as I and my team have tested, refined, and perfected it over the years with thousands of financial advisors. We share it here with you. In fact, I have included in this book everything I believe you will need to successfully reframe your practice. This includes key concepts to help you understand the philosophy behind reframing, assessment tools to help you identify important patterns, coaching questions that enable you to reflect, a step-by-step formula for engaging in the reframe, hands-on exercises to move forward, and industry insight from top financial leaders that will make your reframe even more effective. You will also be given access to online resources and an online community of other financial professionals with whom you can engage, chat, brainstorm, ask questions, and share insight to make sure you don’t have to go it alone.
Are You Ready?
To successfully engage in the reframing process, you must be willing to hear feedback from others with an attitude of openness, invest the effort to reflect on that feedback, and make a series of important decisions about what you want to really stand for, now and in the future. You must also be ready to do the necessary work in a consistent way if you’re going to succeed. This book can serve as a useful tool in the development of your frame and the frames of your firm and your team of professionals. If you are open and engaged in the process, it will work for you.
This book is divided into three sections. “Part I: You Gotta Believe” covers the thinking and philosophy behind why the reframe is important. This part will help you create new thinking patterns that can inspire and motivate you to engage in the hard work of reframing your practice. You have to be open to the possibility of some shifts in your thinking and beliefs before you can engage in the reframing process. You may also find out while reading this first part of the book that you’re on the right track and/or that how you’re currently framed is exactly how you wish to be framed. That can help increase the confidence of all members of your team, including you as the leader, while keeping you all motivated and energized to continue on your path of success and development.
Then, “Part II: Five Steps to Reframing Your Business” gives you a step-by-step plan for how to effectively reframe your practice. This section is full of support tools—coaching questions, checklists, exercises, online resources, and more—to help you create a powerful new frame that will help you meet your goals for your practice. In particular, Part II will help you
determine how your clients are currently framing you,
explore what you’d really like to be seen as representing and match this up with your clients’ actual needs,
create a marketing story to communicate your new frame to others,
reengage your clients with your new story so they can fully partake in your firm’s services and tell others about your story, and
build a network of trustworthy professionals who will help you deliver on your promise to your clients and spread the word about what you do.
Part II will help you create an authentic marketing approach that builds a bridge between what you want to provide and what your clients need, so you can grow your business in a conscious and purposeful way that meets both criteria. It’s the ultimate setup for long-term success, whether that’s defined as selling your business someday for the greatest return or watching your firm continue into the next generation.
In “Part III: Now What?” you will learn how to assess whether you have effectively reframed your practice by looking for 10 specific signals. This can be as rewarding as hearing your client tell someone else about your services and nailing them spot on or as simple as discovering that you like to go to work once again. Part III will also review key concepts, talk about the future of advising, and highlight some of the additional free resources awaiting you online as you engage in reframing your business. These resources include helpful checklists, articles, and opportunities to converse with other financial leaders.
Joining Together to Create a Noble Profession
I sincerely believe that the financial profession is a noble one and that advisors have the potential to make a huge impact on their clients and the world. This book is meant to help advisors reach their full potential so they can not only achieve their own goals as business owners but also benefit their clients, transform the industry, and change the world. Are you ready to join me?
I’m invested in the journey and here’s why.
My dedication to the financial industry is rooted in my long history with the profession. I first joined the industry at 17 years of age, when I was fortunate enough to get a job working at 140 Broadway in downtown Manhattan as a summer intern for Alliance Capital, which was really beginning to grow as a mutual fund company. Although I was born in New York, I had moved to Texas at age 11; six years later, I came back to New York to learn the ropes in financial services. I ended up earning enough summer money at Alliance Capital to put myself through my first year of college at Baylor University.
At Baylor, I learned a lot about myself, a lot about values, and a lot about integrity. I owe a great deal to the university and to the many professors there who invested in helping to shape who I am today. I was taught at Baylor that we get to grow up to be whatever we wish to be, to be curious and learn from others, and to be a journey learner. I remember, too, one of my professors reminding me upon graduation that the journey for learning had only just begun.
For 20 years, I chose to work in the asset management space for Alliance Capital, which became Alliance Bernstein, in multiple capacities. I started in operations when I was 17, where I learned the business from the inside out; next, I moved into an inside sales role and then a field sales professional role, meeting with financial advisors, which I did for more than a decade. Then I was recruited to be part of the leadership team, where I was responsible for leading the bank channel, the independent financial planning channel, the registered investment advisor channel, and the insurance channel. It was a long, prosperous, and wonderful career that gave me an opportunity to understand the financial industry in a way that an outsider cannot.
I had always felt called to make a difference in the lives of others, so I decided to engage in that calling more fully: I left Alliance Bernstein and trained to become a professional certified coach. By January 2006, I had launched ClientWise, dedicated to coaching the financial professionals with whom I’d worked for so long. In this work, I have the pleasure of leading a team of coaches who help many top professional advisors discover how their clients view them and discern how they would like their clients to view them in the future. These coaches also work with advisors as they rebuild their frames and grow their referral networks to create businesses with greater value, purpose, and longevity.
In addition to leading a team of more than 25 coaches and growing ClientWise, I have the pleasure of traveling the United States and internationally to speak to, train, and coach top-tier financial professionals. I continue to discover that as highly capable as advisors are, there are still discrepancies—sometimes big, sometimes small—between how they see themselves and how others see them, clients and team members included. That is why I have written this book. It excites me to be an advocate for financial advisors and for the great work many of them do for others. I think that if advisors listen to clients, connect to their own passions, and match the two, their work can truly change the world.
I bring a unique background to my current work as an executive coach and CEO of a coaching company dedicated to financial professionals. While other coaches in this space may have covered the financial industry as journalists or have come out of a more general business background, I have worked directly in the financial industry for more than two decades, rising through the ranks and learning how the business operates, from rainmaking and relationship development to team building and practice management.
I also have a personal familiarity with the process of reframing, having done it many times over the years: as a Texan working in New York City, a New Yorker working in Texas, a salesman who became a leader, a field sales guy who moved to the home office, a wholesaler that grew to be a national sales director, and a financial services leader who became an executive coach to financial leaders.
Ultimately, my intention in writing this book is to make a positive difference in the lives of others, from the financial professionals who read this book to the clients they serve, who will be affected for the better. But it’s a journey that we have to take together. If we are going to evolve the industry and pull so many clients up with us, we must agree to listen to our clients, try new pathways, work hard, and go back again to our clients to listen to their feedback until we get things right. In the process, we can fall back in love with the profession and spend our time doing more of what we love.
Are you out, or are you in?
Harold Rubin, a good friend of mine who is also a mentor, will often remind me that my job is to grow into the most that I can be each and every day. “Yesterday is over,” Harold will say. “What do you plan to do today to become the most that you can be?” I would like to challenge you to ask yourself this same question. By engaging in the reframe process, you will have the capability to ask and answer, “How can we be the best we can be today and in the future for our clients and ourselves?”
How to Read This Book
While this book can be read from start to finish, you don’t have to read the chapters in a particular order or even read the book cover to cover. Feel free to focus on those chapters that most excite you and resonate with you or to view a snapshot of each chapter by reading the key concepts, coaching questions, and industry-insight examples in each. Be sure not to miss the alerts, too, for the complimentary online tools that are available to you on the ClientWise eXchange™ (youvebeenframed.clientwise.com). These unique tools and resources can help you and your team to reframe yourselves, achieve the goals you have set, and ultimately make the kind of difference in the lives of others you hope to make. Icons are used throughout the book to signal each of these different elements.
Key Concept
Coaching Corner
Industry Insight
The eXchange™
The eXchange™ is a first-of-its-kind platform that provides financial advisors with access to proprietary content developed by my company, ClientWise, since 2006 while working with top performers in the industry. As a reader, you will have access to a special book-related set of tools on the eXchange™, as well as to other financial professionals who have read this book.2 The eXchange™ also provides access to a network of high-performing financial professionals across the nation and the ability to engage with the world’s highest-credentialed executive coaches. The membership on the eXchange™ continues to grow; I invite you to take advantage of this opportunity to join.
Conclusion
In an industry marked by constant change, the ability to reframe oneself, one’s team, and one’s practice is essential. Fiduciary standards will continue to evolve, compensation will continue to change, and new technology will continue to emerge, regularly disrupting both the way we do business and the type of service that clients expect and the government demands. Today, it is the robo-advisor; tomorrow, it will be something else, and we can only predict so much.
The ability to reframe your practice will give you the agility you require to stay relevant in tomorrow’s world. It will provide you with the tools you need to articulate your value to the client when competing technologies emerge, downward pressure on compensation continues, and the unforeseen changes of tomorrow take place. The ability to reframe will ensure you are ready for that change and that you will be able to evolve again and again over time as the marketplace shifts into its next iteration. Reframing ensures relevance!
Notes
1.
Dan Sullivan, “The Twelve Predictions: Excerpted from
Creative Destruction
, Module 1” (Toronto, Canada: The Strategic Coach, 2007), 3,
www.strategiccoach.com/downloads/prb_12Predictions.pdf
.
2.
The eXchange™ can be found at
youvebeenframed.clientwise.com
.
PART IYou Gotta Believe
CHAPTER 1You've Been Framed!
I am willing to bet that as a financial services professional, you show up every day and work hard for your clients. You make phone calls, have in-person meetings, and do quarterly and annual reviews. You crunch numbers when required; you get in your car or on the plane when you need to be somewhere important for your clients; and you do your homework, reading the financial papers, the tax code, and new industry regulations. You tell your team, if you have one, what to do and how to operate to ensure success for the client and the firm. You’re working hard and doing everything right. Or are you?
That is the question. As much as work and life are busy, and as easy as it would be to give a quick nod of a yes, if you are really and truly honest with yourself as a financial services professional, the answer has to be “maybe,” because you can’t really know how you are doing until you take the time to assess.
Have you asked yourself lately how you are doing with your financial services business? Not just in terms of top-line and bottom-line numbers, but in terms of everything that leads to a truly successful career, business, and client community? Here are some questions to consider as you contemplate how successful you really are today.
Do you have a clear understanding of your firm’s unique value, and have you documented that value for yourself and your clients, so that the business not only thrives but also can be replicated, scaled, and sold if desired?
Are you providing your clients with the comprehensive wealth management services they deserve, or do you just focus on those products and services that you can and care to offer? If you don’t offer them, are you willing and able to connect your clients to other respected professionals?
Have you learned to truly partner with your clients, or are you stuck in the old model of just selling to your clients or telling them what they should do, rather than inviting them to co-create in the process?
Do you have a team of capable folks who work well together and whom your clients trust, rely on, and value?
How clear are you about how you charge for your services and the true value that the client finds in what you provide?
Are you and every member of your team clear about what differentiates you from other financial advisors and the many choices your clients have today?
How are you working to be relevant in the lives of the heirs of your clients’ wealth?
Do you have the ability to step away from your business to take an extended vacation or a break or, if need be, to deal with a personal or family illness?
Do you have the desired amount of work–life balance on a day-to-day basis, allowing you to eat right, exercise, spend time with family and friends, and enjoy life however you like to do best?
Do you have a rock-solid succession plan in place for how your business will continue after you choose to move on to something new or to retire? When put to the test, will that succession plan really work?
These are just some of the questions to explore if you are ready to assess how successful your financial services practice is today—questions that will be explored directly and implicitly in this book.
In the process of asking these questions, you may discover that you are right on track with your business and find greater peace of mind, motivation, and energy in that. Or you may discover it’s time for a major reframe. Alternately, you may discover that you simply want to recalibrate your business and your approach to bring greater satisfaction to the work that you do and to your client’s satisfaction in the support you provide them.
Whether you simply want to get your numbers up, you have some doubts about where your business is going right now, or you are a lifelong learner, this book has something for you. It will take you on a journey of assessing the state of your financial services practice today, and it will provide you with all the tools you need to reframe for the future if you discover that this is necessary for greater success or more satisfaction.
Like it or not, we’ve all been framed—whether we’ve framed ourselves or allowed others to frame us. You are about to become conscious of the way you are framed today—by your team, your clients, the public, and the media—so you can make intentional decisions to ensure that the frame others see you within is the one you meant for them to use. By learning to frame yourself intentionally, you will tap into the fullest degree of your and your firm’s potential. Let’s look deeper at what it means to be framed.
What’s a Frame?
The perspective through which people view advisors is the frame: the set of beliefs through which others see and define you, your team, and your business. The frame is constructed of those words the client, the media, your team, or anyone else uses to describe what it is that you do and the way in which you do it. The frame may be accurate or it may be false. It may be positive or it may be negative. Do you have a clue how others are framing you?
Wealth management advisor Charles Prothro, CFP, CLU, ChFC, and AEP of Charles Prothro Financial, describes the frame as follows: “When somebody frames me, they put a wall around me. They put me inside something and they don’t necessarily let me out of it—just like a picture frame.”1
