Are You Willing to be Accountable to Your Clients?

Wednesday, May 2nd, 2012

One thing pre­vent­ing us from get­ting more clients is our unwill­ing­ness to take their advice.

Susan Ham­mond, who con­ducts and blogs about cus­tomer advi­sory boards, posted a provoca­tive ques­tion last week. She won­dered whether some com­pa­nies have avoided an advi­sory board because of the account­abil­ity involved. There is a big risk and assem­bling some of your best clients unless you are will­ing to take their advice, what­ever it might be. In fact, this is prob­a­bly the biggest risk in orga­niz­ing an advi­sory board. Many  more advi­sors tell me their biggest fear is that some­thing neg­a­tive might hap­pen dur­ing a meet­ing, although I have yet to see that hap­pen. I have dif­fi­culty even imag­in­ing it happening.

A reluc­tance to take a prac­tice in a cre­ative new direc­tion clients would find valu­able, or to can­cel plans for expan­sion in a direc­tion clients do not find valu­able, is some­thing I see more fre­quently. It is the dark under­belly of the per­son­al­ity it takes to suc­ceed in the advi­sory busi­ness. We have to per­suade clients to do things they don’t want to do, like save for the future. Like stay­ing in the mar­ket as it reaches its low point. We are in the busi­ness of telling peo­ple what they should do. We know best. But, when it comes to cre­at­ing value for clients, “I know best” is wrong. In that sit­u­a­tion, the client knows best.

Scott Carl­berg is a mem­ber of the advi­sory board for John Gugle of Alpha Finan­cial Advi­sors in Char­lotte, North Car­olina. In a video inter­view about his expe­ri­ence, he says “done right, a client advi­sory board will deliver some news you don’t want to hear. But you have to face those things if you want to cre­ate a com­pet­i­tive advan­tage.”

Are you will­ing to take your clients’ advice, and cre­ate a finan­cial prac­tice tai­lored specif­i­cally to their wants and needs? Many advi­sors won’t. They will take their prac­tice where they, the advi­sor, wants it to go. But the advi­sors who will be account­able to their clients will dif­fer­en­ti­ate them­selves from their com­peti­tors and will find it much eas­ier to attract new clients.

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Tags: Accountability, Advice, Advisory Board, Advisory Boards, Advisory Business, Carlberg, Charlotte North Carolina, Competitive Advantage, Creative, Dark Underbelly, Fear, Financial Advisors, Gugle, New Direction, Personality, Provocative Question, Reluctance, Risk, Susan Hammond, Video Interview
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Are You Willing to be Accountable to Your Clients?

Wednesday, April 18th, 2012

by Stephen Wer­sh­ing, The Client Dri­ven Practice

One thing pre­vent­ing us from get­ting more clients is our unwill­ing­ness to take their advice.

Susan Ham­mond, who con­ducts and blogs about cus­tomer advi­sory boards, posted a provoca­tive ques­tion last week. She won­dered whether some com­pa­nies have avoided an advi­sory board because of the account­abil­ity involved. There is a big risk and assem­bling some of your best clients unless you are will­ing to take their advice, what­ever it might be. In fact, this is prob­a­bly the biggest risk in orga­niz­ing an advi­sory board. Many  more advi­sors tell me their biggest fear is that some­thing neg­a­tive might hap­pen dur­ing a meet­ing, although I have yet to see that hap­pen. I have dif­fi­culty even imag­in­ing it happening.

A reluc­tance to take a prac­tice in a cre­ative new direc­tion clients would find valu­able, or to can­cel plans for expan­sion in a direc­tion clients do not find valu­able, is some­thing I see more fre­quently. It is the dark under­belly of the per­son­al­ity it takes to suc­ceed in the advi­sory busi­ness. We have to per­suade clients to do things they don’t want to do, like save for the future. Like stay­ing in the mar­ket as it reaches its low point. We are in the busi­ness of telling peo­ple what they should do. We know best. But, when it comes to cre­at­ing value for clients, “I know best” is wrong. In that sit­u­a­tion, the client knows best.

Scott Carl­berg is a mem­ber of the advi­sory board for John Gugle of Alpha Finan­cial Advi­sors in Char­lotte, North Car­olina. In a video inter­view about his expe­ri­ence, he says “done right, a client advi­sory board will deliver some news you don’t want to hear. But you have to face those things if you want to cre­ate a com­pet­i­tive advan­tage.”

Are you will­ing to take your clients’ advice, and cre­ate a finan­cial prac­tice tai­lored specif­i­cally to their wants and needs? Many advi­sors won’t. They will take their prac­tice where they, the advi­sor, wants it to go. But the advi­sors who will be account­able to their clients will dif­fer­en­ti­ate them­selves from their com­peti­tors and will find it much eas­ier to attract new clients.

Copy­right © The Client Dri­ven Practice

    Lat­est Advi­so­r­An­a­lyst Prac­tice Growth Sto­ries

Tags: Accountability, Advisory Board, Advisory Boards, Advisory Business, Carlberg, Charlotte North Carolina, Competitive Advantage, Creative, Dark Underbelly, Driven Practice, Fear, Financial Advisors, Gugle, New Direction, Personality, Provocative Question, Reluctance, Risk, Susan Hammond, Video Interview
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How to Design a Referral Marketing Strategy – Results from Client Engagement Think Tank, Part Four

Wednesday, March 14th, 2012

In my first three posts on our client engage­ment think tank, I set the stage for a dis­cus­sion of a refer­ral mar­ket­ing plan. What we found in our round­table dis­cus­sion with advi­sors is that many do not tar­get prospects par­tic­u­larly well, don’t use the tar­get mar­kets they have defined in their client onboard­ing process, and they don’t have a plan to attract refer­rals from that tar­get group. So now that these obser­va­tions are in the open, how do you write a plan to sys­tem­at­i­cally attract refer­rals? Here are a few basic principles:

1. Do an excep­tional job – this may seem obvi­ous, but many advi­sors I speak to want to know how to get refer­rals and do not ques­tion how the qual­ity of their work may be part of the cause for not receiv­ing more. Rather than ask “Why don’t my clients pre­fer?” Asked “What can I do better?”
2. Get client feed­back – In order to find out how good a job you’re doing, and what you could do bet­ter, have a sys­tem­atic way of obtain­ing feed­back from your clients. Whether through sur­veys or advi­sory boards, have a struc­tured way to ask ques­tions like How my doing? What am I really good at? What unique value do I bring to the relationship?
3. Define your tar­get mar­ket – Many advi­sors do not do enough work in defin­ing who exactly their best tar­get prospects are. Even many of the arti­cles I have read on tar­get mar­kets only offer the shal­low­est and most super­fi­cial advice. It is not enough to define the tar­get mar­ket by pro­fes­sion, a faith com­mu­nity, or an age range. And don’t even get me started on investable assets. You need to go beyond the obvi­ous and develop a more sub­tle and nuanced descrip­tion of the peo­ple you can ser­vice most effec­tively. One of the advi­sors I work with ini­tially told me his tar­get mar­ket was “women.” To be effec­tive, you need to have unique skills and ser­vices that con­nect with a group. There­fore, that group needs to be less than 52% of the pop­u­la­tion. Ulti­mately, we arrived at a descrip­tion that included “women who have just recently or are about to take con­trol of their fam­ily finances for the first time in their lives.” These are not the “sud­denly sin­gle” or the cases of “sud­den wealth.” Many of these women are still mar­ried, and the fam­ily net worth has not changed. One exam­ple is a woman whose hus­band was recently diag­nosed with Alzheimer’s dis­ease. The fam­ily and assets have not changed, but she was fac­ing the fact that she was about to be in charge. It is a group of peo­ple with sim­i­lar needs, shared con­cerns, in need of sim­i­lar services.
4. Research the needs of your tar­get audi­ence – Now that you have deter­mined who your tar­get mar­ket is, con­sider what they might need from you do not cur­rently pro­vide. Per­form a “gap analy­sis” on your prac­tice ver­sus the ideal prac­tice for that tar­get audi­ence. Go back to your clients who are in that tar­get audi­ence and get their opin­ion on your research. Ask ques­tions like “if I wanted to work with other peo­ple just like you, what ser­vices would I add that would make me the ideal advi­sor?” Bring them the results of your gap analy­sis, and ask “do you think I should add ser­vices like these?”
5. Design your com­mu­ni­ca­tion strat­egy – Once you have tai­lored your prac­tice to your tar­get mar­ket, design a strat­egy for com­mu­ni­cat­ing your area of spe­cialty and your spe­cial­ized ser­vices. Let your clients know specif­i­cally what kind of new client you are focus­ing on, and what spe­cial skills you bring to the table to work with them. Learn how to describe what makes you unique for that tar­get audi­ence so that you can clearly artic­u­late it to the peo­ple you meet. Let peo­ple know that you worked with your best clients to tai­lor your prac­tice to that tar­get group.

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Tags: Advisory Boards, Client Engagement, Client Feedback, Faith Community, Find Job, How To Get Referrals, Investable Assets, Marketing Plan, Marketing Strategy, Profession, Referral Marketing, Relationship, Strategy Results, Surveys, Systematic Way, Target Group, Target Market, Target Markets, Target Prospects, Think Tank
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Don’t Ask For Referrals – Ask For Advice

Wednesday, December 21st, 2011

Let me intro­duce you to the most pow­er­ful busi­ness build­ing ques­tion I ever learned.

The ques­tion was taught to me by Bruce Peters, my coach and men­tor and my pre­de­ces­sor in doing client advi­sory boards for finan­cial advi­sors. I have used it in many sce­nar­ios regard­ing many ser­vices. I have used it in sales pre­sen­ta­tions and per­for­mance eval­u­a­tions. I fre­quently ask it on behalf of advi­sors at their client advi­sory board meet­ings. It is a pow­er­ful ques­tion. Here it is:

If you were in my posi­tion, try­ing to do what I am try­ing to accom­plish, what would you do?

Let’s exam­ine the value of this ques­tion in the con­text of get­ting refer­rals. Peo­ple are com­ple­mented by being asked for advice. It gets their cre­ative juices flow­ing. It elic­its the kind of infor­ma­tion you want while strength­en­ing the rela­tion­ship rather than dete­ri­o­rat­ing it, which is what hap­pens when you ask directly for referrals.

For exam­ple, how does a typ­i­cal client feel when asked “who do you know the can use my ser­vices?” Now, how do you sup­pose the client would feel if, after pro­vid­ing a descrip­tion of your tar­get client, you ask “if you were look­ing for other peo­ple like this, what would you do?”

First, this puts a lot more con­text around the request. It is a lot eas­ier to recall peo­ple of a cer­tain descrip­tion than it is to think of peo­ple “who could poten­tially use our ser­vices.” It engages their cre­ativ­ity. If any­one comes to mind, there is a good chance your client will offer their names. If not, they have a grace­ful way out. There is no wrong answer. You may even get some good mar­ket­ing ideas from them.

As I men­tioned, this ques­tion can be used in all kinds of sit­u­a­tions. If you had to describe the value of these ser­vices to other peo­ple like you, how would you do it? If you are try­ing to pro­vide the ideal ser­vices to busi­ness own­ers like your­self, what ser­vices would you offer? If you were try­ing to con­nect with your trade asso­ci­a­tion, how would you do it? If you had to fill the posi­tion of recep­tion­ist like I need to, where would you look to find the best can­di­date? If you were try­ing to improve your per­for­mance in this one par­tic­u­lar area, what do you sup­pose you would try first?

Learn how to uti­lize this ques­tion and you will find your­self receiv­ing much more use­ful feed­back from clients and cen­ters of influence.

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Tags: Advisory Board Meetings, Advisory Boards, Business Building, Business Owners, Creative Juices, Creativity, Financial Advisors, Good Chance, Good Marketing, Marketing Ideas, Mentor, Performance Evaluations, Predecessor, Referrals, Relationship, Sales Presentations, Scenarios, Target Client, Typical Client, Wrong Answer
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The Benefits Of Being In The Learning Mode: Can You Hear Your Clients?

Wednesday, November 30th, 2011

The Ben­e­fits Of Being In The Learn­ing Mode: Can you hear your clients?

by Stephen Wershing

If you want greater share of wal­let and more refer­rals, peri­od­i­cally you need to be lis­ten­ing and act­ing on feed­back. When it is time to receive that feed­back, it is crit­i­cal that you be in the “learn­ing mode”. When I facil­i­tate client advi­sory boards, I coach advi­sors to have a Zen mind. I encour­age them to be in the state of open­ness. It is a lit­tle like prac­tic­ing a form of med­i­ta­tion called mind­ful­ness – accept ideas as they arrive, exam­ine them with­out judg­ment, per­haps set them aside for fur­ther con­sid­er­a­tion, and move onto the next suggestion.

Get­ting into and stay­ing in the learn­ing mode is hard. As humans, we have a reflex­ive ten­dency to respond to ques­tions with answers. Com­pound­ing that, we are in the busi­ness of pro­vid­ing answers. It is our job to share our exper­tise and tell peo­ple what to do. There are times, how­ever, when we need to switch roles and get feed­back on what we’re doing. If we want to improve our prac­tices, we need our clients’ guid­ance. And in that sit­u­a­tion, answer­ing does not help. What do you learn when you answer? Noth­ing. How do you get bet­ter when you answer? You don’t.

Always seek value in these inter­ac­tions. Ask what can I learn from this client? What can I learn from this sit­u­a­tion? Look for ques­tions to ask. If you are asked a ques­tion, try fol­low­ing the answer with another ques­tion. If pos­si­ble, ask a ques­tion instead of answer­ing. Here are some examples:

Before I answer that, what about this is impor­tant to you?

What would it mean to you if I could do that?

What would you say is the biggest con­cern you have that is prompt­ing that ques­tion? (Which is a less threat­en­ing way of ask­ing “why do you ask?”).

The need to dis­cuss this was high­lighted by a con­ver­sa­tion I had with an advi­sor yes­ter­day. We were dis­cussing the agenda for his first client advi­sory board meet­ing. He said “I’m not sure what to put on the agenda, I don’t know what they want to hear about.” My response was that a meet­ing like this was not about what they wanted to hear, it is about what they have to say.

There is a time to answer. When it is a time to lis­ten and the clients turn to speak, the longer you can stay in the learn­ing mode, the more your clients will tell you how to do more busi­ness with them and how you can attract more clients like them.

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Tags: Advisory Board, Advisory Boards, Agenda, Board Meeting, Coach, Guidance, Job, Judgment, Meditation, Openness, Providing Answers, Questions With Answers, Referrals, Share Of Wallet, Suggestion, Tendency, Zen Mind
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To Get Referrals, Your Clients Must Understand Your Target Market

Wednesday, November 16th, 2011

by Stephen Wer­sh­ing, Advi​sor​Check​list​.com

When Andrew Sul­li­van, of Sul­li­van and Schlie­man in Atlanta, formed his client advi­sory board, one of their top rec­om­men­da­tions was to give each of them a card list­ing his ser­vices and accom­plish­ments. Their request was “tell us how to sell you.”

In a recent client advi­sory board I facil­i­tated, the par­tic­i­pants told the advi­sor “tell us who your ideal client is, so we know who to refer.” It is not the first time I have heard that kind of feed­back from clients.

Expe­ri­ences like this raise two crit­i­cally impor­tant points. First, there is clearly a strong will­ing­ness, even an enthu­si­asm, on the part of clients to make refer­rals. This is not really sur­pris­ing – Julie Littlechild’s research has shown that as much as 91% of our clients are will­ing to refer. (It also demon­strates why par­tic­i­pants on an advi­sory board tend to be a firm’s best refer­ral sources!)

Sec­ond, it is the strongest proof I can imag­ine that advi­sors must clearly define what they do and for whom. They must be able to describe their niche, their tar­get mar­ket. Remem­ber, these advi­sory boards are com­posed of the advi­sors’ best clients – the ones who should know best what they have to offer.  And yet, they asked for guid­ance on what kind of clients the advi­sor hoped to attract.

If you believe you have defined your tar­get client, here is how you can test how well you have done. Try this exper­i­ment – next time you talk to a cou­ple clients you are on par­tic­u­larly good terms with, and who would be will­ing to take a minute for a lit­tle thought exper­i­ment, ask them this ques­tion: If I sent you into a cock­tail party in the next room full of all kinds of peo­ple, and I asked you to refer a cou­ple of them to me as prospec­tive clients, how would you fig­ure out who would be the best ones to send to me?

I sus­pect that most clients would answer “I don’t know.” And if that’s the response, you will know why you aren’t get­ting more refer­rals. Your clients are not sure who you’re look­ing for. And what­ever you have done so far to define and com­mu­ni­cate your tar­get mar­ket, your value propo­si­tion, and your ideal client, you still have work to do.

Defin­ing who you want as clients and what unique solu­tions and expe­ri­ences you pro­vide to peo­ple like them are the foun­da­tion of refer­ral mar­ket­ing. Get those two things right, and attract­ing new clients becomes much easier.

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Tags: Advisory Board, Advisory Boards, Andrew Sullivan, Cocktail Party, Experiences, Feedback, Guidance, Ideal, Imagine, Julie Littlechild, Niche Market, Participants, Proof, Prospective Clients, Referral Sources, Referrals, Target Client, Target Market, Thought Experiment, Willingness
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How to Attract Referrals Systematically

Wednesday, August 17th, 2011

In my first three posts on our client engage­ment think tank, I set the stage for a dis­cus­sion of a refer­ral mar­ket­ing plan. What we found in our round­table dis­cus­sion with advi­sors is that many do not tar­get prospects par­tic­u­larly well, don’t use the tar­get mar­kets they have defined in their client onboard­ing process, and they don’t have a plan to attract refer­rals from that tar­get group. So now that these obser­va­tions are in the open, how do you write a plan to sys­tem­at­i­cally attract refer­rals? Here are a few basic principles:

1. Do an excep­tional job – this may seem obvi­ous, but many advi­sors I speak to want to know how to get refer­rals and do not ques­tion how the qual­ity of their work may be part of the cause for not receiv­ing more. Rather than ask “Why don’t my clients pre­fer?” Asked “What can I do better?”
2. Get client feed­back – In order to find out how good a job you’re doing, and what you could do bet­ter, have a sys­tem­atic way of obtain­ing feed­back from your clients. Whether through sur­veys or advi­sory boards, have a struc­tured way to ask ques­tions like How my doing? What am I really good at? What unique value do I bring to the relationship?
3. Define your tar­get mar­ket – Many advi­sors do not do enough work in defin­ing who exactly their best tar­get prospects are. Even many of the arti­cles I have read on tar­get mar­kets only offer the shal­low­est and most super­fi­cial advice. It is not enough to define the tar­get mar­ket by pro­fes­sion, a faith com­mu­nity, or an age range. And don’t even get me started on investable assets. You need to go beyond the obvi­ous and develop a more sub­tle and nuanced descrip­tion of the peo­ple you can ser­vice most effec­tively. One of the advi­sors I work with ini­tially told me his tar­get mar­ket was “women.” To be effec­tive, you need to have unique skills and ser­vices that con­nect with a group. There­fore, that group needs to be less than 52% of the pop­u­la­tion. Ulti­mately, we arrived at a descrip­tion that included “women who have just recently or are about to take con­trol of their fam­ily finances for the first time in their lives.” These are not the “sud­denly sin­gle” or the cases of “sud­den wealth.” Many of these women are still mar­ried, and the fam­ily net worth has not changed. One exam­ple is a woman whose hus­band was recently diag­nosed with Alzheimer’s dis­ease. The fam­ily and assets have not changed, but she was fac­ing the fact that she was about to be in charge. It is a group of peo­ple with sim­i­lar needs, shared con­cerns, in need of sim­i­lar services.
4. Research the needs of your tar­get audi­ence – Now that you have deter­mined who your tar­get mar­ket is, con­sider what they might need from you do not cur­rently pro­vide. Per­form a “gap analy­sis” on your prac­tice ver­sus the ideal prac­tice for that tar­get audi­ence. Go back to your clients who are in that tar­get audi­ence and get their opin­ion on your research. Ask ques­tions like “if I wanted to work with other peo­ple just like you, what ser­vices would I add that would make me the ideal advi­sor?” Bring them the results of your gap analy­sis, and ask “do you think I should add ser­vices like these?”
5. Design your com­mu­ni­ca­tion strat­egy – Once you have tai­lored your prac­tice to your tar­get mar­ket, design a strat­egy for com­mu­ni­cat­ing your area of spe­cialty and your spe­cial­ized ser­vices. Let your clients know specif­i­cally what kind of new client you are focus­ing on, and what spe­cial skills you bring to the table to work with them. Learn how to describe what makes you unique for that tar­get audi­ence so that you can clearly artic­u­late it to the peo­ple you meet. Let peo­ple know that you worked with your best clients to tai­lor your prac­tice to that tar­get group.

Clearly posi­tion your­self with your clients, your prospects, and the pub­lic. Come to own that par­tic­u­lar spot on people’s brains, and when some­one expresses a need for that kind of advi­sor they will nat­u­rally think of you

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Tags: Advisory Boards, Client Engagement, Client Feedback, Faith Community, Find Job, How To Get Referrals, Investable Assets, Marketing Plan, Population, Profession, Referral Marketing, Relationship, Surveys, Systematic Way, Tank, Target Group, Target Market, Target Markets, Target Prospects
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The Advisor Your Clients Crave

Wednesday, May 18th, 2011

Stephen Wershing’s pre­sen­ta­tion asks some very impor­tant ques­tions for advi­sors to con­tem­plate. Great ques­tions lead to great answers, and the last posi­tion you want to find your­self in, is with a prospec­tive client sit­ting in front of you, think­ing to them­selves, “So what?” or worse say­ing it out loud. The objec­tive of your client com­mu­ni­ca­tions should be to rein­force to your clients the “Why did I become your client?”, and to keep the “What have you done for me lately?” answers fresh.

Make a point of scan­ning through the pre­sen­ta­tion for the ques­tions. If you hover your pointer over “more,” you can full-screen the viewer.

The Advi­sor Your Clients Crave on Prezi

Stephen Wer­sh­ing, CFP® coaches finan­cial advi­sors to be more effec­tive and suc­cess­ful, and attract more clients and refer­rals, by devel­op­ing more client-connected and client-driven prac­tices. His process of col­lect­ing sys­tem­atic and objec­tive client feed­back and using it to reori­ent an advisor’s prac­tice effec­tively engages an advisor’s best clients to drive the strate­gic plan of the busi­ness. He con­sults finan­cial prac­ti­tion­ers on many prac­tice man­age­ment issues, includ­ing strate­gic dif­fer­en­ti­a­tion, client advi­sory boards, and imple­ment­ing tech­nol­ogy. Read more from the author/contributor here.

Source: Stephen Wer­sh­ing, The Client Dri­ven Practice

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Tags: Advisory Boards, Cfp, Client Communications, Client Feedback, Contributor, Differentiation, Driven Practice, Financial Advisors, Financial Practitioners, Implementing Technology, Nbsp, Objective, Pointer, Practice Management Issues, Presentation, Prospective Client, Referrals, Relationship, Scanning, Strategic Plan
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The Conversation is the Relationship

Wednesday, May 11th, 2011

The num­ber of refer­rals finan­cial advi­sors receive from clients is directly related to how often they meet with clients and what they dis­cuss besides their port­fo­lio when they do.

David Whyte, in works like his book The Three Mar­riages, makes a point about suc­cess­ful rela­tion­ships. Two peo­ple talk­ing about what they hope for, expect, and accom­plish together are not hav­ing a con­ver­sa­tion about their rela­tion­ship, the con­ver­sa­tion is the rela­tion­ship.

So it is with finan­cial advi­sors, accord­ing to the arti­cle “Secrets of Refer­rals” in Finan­cial Plan­ning mag­a­zine this month by Julie Lit­tlechild. The arti­cle describes the con­clu­sions of her soon to be released study Anatomy of a Referral.

Her research shows that the kind of com­mu­ni­ca­tion an advi­sor has with clients has a sig­nif­i­cant influ­ence on whether those clients become “engaged.” In her prior research, she estab­lished that engaged clients pro­vide prac­ti­cally all an advisor’s referrals.

“Engaged clients have a deep rela­tion­ship with their advi­sor” she writes. That rela­tion­ship grows out of keep­ing clients focused and on track toward their goals, pro­vid­ing lead­er­ship, and solic­it­ing client feed­back on the kind of expe­ri­ence they want.  So, it is enor­mously impor­tant to dis­cuss a broad range of clients con­cerns dur­ing meet­ings tak­ing a long view.  And an objec­tive process of obtain­ing sys­tem­atic feed­back, includ­ing sur­veys and client advi­sory boards, is a crit­i­cal com­po­nent of your client ser­vice plan.

Com­mu­ni­ca­tion of the right type and fre­quency is, in large part, the rela­tion­ship. And main­tain­ing that rela­tion­ship is the most direct path to engaged clients and more referrals.

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Tags: Advisory Boards, Client Feedback, Communication, Conclusions, Critical Component, David Whyte, Financial Advisors, Financial Planning Magazine, Julie Littlechild, Leadership, Prior Research, Referral, Referrals, Relationship, Significant Influence, Study Anatomy, Successful Relationships, Surveys, Systematic Feedback
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