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"Lecture
Out - Engagement In."
by Tony Jeary
Years
ago, you could have gotten away with a presentation that was
100% lecture. These days, unless perhaps you're a prison
warden, this is not possible. People today expect you
to talk with them, not at them; your results
often depends on their involvement, and the bar has been raised
on the experience necessary to achieve engagement.
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Alarming
"You"s or Disarming "I"s:
by Mark Gorkin, LICSW
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The
Stress Doc illustrates how anger can be constructive or destructive
depending on whether aggressive energy and motives
are acknowledged and channeled or denied and projected. |
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21st Century
Selling Requires A Unique Mindset
by Bill Brooks
What do you do when your most carefully laid plans strategies and
efforts are dashed on the rocks of despair? When you have expended
untold hours on proposals, action plans, quotations, numerous visits
and building relationships?
Don't
Do a Fact Finder...Find the Stories
by
Stan Hustad
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Here
are five simple questions you can ask that cause the prospect
to think about their situation, share their stories, and identify
their real concerns.
By
using these questions, and explanations, you go beyond the facts
and find the stories that lead to successful presentations. |
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Chapter
3: Operate a Business Dedicated to Serving Ideal Clients
Transitioning
a practice from the old-world model of selling products (transaction-oriented)
to the new-world model of helping people create a financial future
through comprehensive planning (client-centered) can be a difficult
balancing act.
Why
Financial Seminars are terrible and what to do about it!
by Michael Lovas
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Because
helping advisors do better with seminars is such a vital part
of my business, I'm going to give you some Top Secret information.
I'm serious; very few people in our industry have ever been
exposed to this body of knowledge. |
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Work Is
Not a Crystal Ball
by Norm Trainor
After
years of grinding away, Marc Pratt finally achieved the level of success
he'd hoped for in his business, only to find that he didn't feel he
could keep going.
How
To Use The Lifetime Profit Value Of Your Clients To Become Massively
Successful In Your Insurance Profession!
by Ken Varga
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How
many businesses have you stopped
patronizing
because they didn't treat you well enough to keep you as a customer
for a long time? |
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The
Changing Language of Long Term Care
(The
second article in the series)
by Laurel Stauffer-Daly, CLU, ChFC, LUTCF
As explored in
the first article in the series, whether a seasoned financial services
professional, or consumer shopping for long term care choices, today
we need to be very conscious of language.
Managing
Your Business, In One Easy Lesson
by
William L. Willard, CLU
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Characterizing
a financial services sales career as "one of the last bastions
of the
of
the free-enterprise system" may be
overstating
it - but not by much. Where your business goes and how it gets
there are largely up to you |
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Business
Succession Within the Family
by Ray Chodos and Adam H. Chodos, JD, CPA
Many of America's
business successes are the result of hardworking-dedicated families
who devote extraordinary effort and energy toward their owned and
operated company.
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6
Steps for Building Trust and Rapport
by John Boe
Successful
salespeople have a knack for making people feel important. They
understand the value of building trust and rapport early on
in the selling process. |
Making
your direct mail work!
by Martin R. Baird
Every
day, I'm forced to ask a simple question of clients and prospective
clients. They bring in so-called mailers or sales letters that are
not working. They want to know why, and the answer is.......duh! At
that point, I ask why they are wasting their money?
Client
Assessment Process for Financial Advisors
by Edwin P. Morrow, CLU, ChFC, CFP, RFC
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Imagine
that you just got on an elevator with the wealthiest person
n your community. He smiles, and asks you, "I've heard
your name, tell me what it is that you do?" |
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How
to Easily and Quickly Attract
More Ideal Clients
by Bill Bachrach
"Tea,
Earl Grey, hot," commands Jean-Luc Picard on Star Trek: The Next
Generation. And he gets a perfect cup of piping hot English brew exactly
the way he likes it. Three factors are at work: 1) Picard knows what
he wants, 2) he articulates it clearly, and 3) he has a system, the
starship's "replicator," for producing his desired outcome
every time.
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