Everyone is talking about client engagement, but what are firms actually doing about it? Client engagement is not just about “good feelings”; it has emerged as the #1 driving factor in revenue growth.
Naturally consistent and experience-driven people will be “Anchored Implementers” who are able to focus on a plan but may overvalue proven strategies.
Naturally daring and courageous people will be “Risk Taking Optimists” who are prepared to take opportunities but may take unnecessary risks at times.
The difference between what the advisor said and what the client heard will be attributable to the behavioral lens of each. The communication of products and solutions must be adapted based on different learning styles.
Hugh Massie of DNA Behavior International talks with AdvisorTV and Financial Planning Magazine about the predictability of investor decision making.
Imagine a telephone call coming in for your team. What if you could automatically know which team member should pick it up, how to communicate with the client, and how to manage the work flow and even product or solution offerings? This really is the “Ideal Advisory Business.”
Differences between people are wonderful, and they can be capitalized on to get great results. However, differences also divide and must be understood, accepted and respected by us in order to get along and build client relationships.
The wise advisor will be aware that in a competitive New Behavioral Economy, knowing client Communication Styles will be the key to increasing revenues and having less personal frustration from playing mind games in figuring out the client. It will then come down to the tactics that get employed to know the client.
Natural DNA Behavior predicts how people wish to be communicated with, the type of service experience they desire and generally how they will respond to life and financial events.
An article by James Fennessy in the Australian Banking and Finance magazine on March 10, 2011 highlights a key challenge for financial advisors. That is delivering value to their clients and getting paid for it. How do advisors demonstrate the trust in their advice to get paid for it? The article points out that the [...]
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