Managers are always doing something to help others – your advisors and staff, senior management, the home office, your community and of course, your clients.

Few people understand the demands of your position, the pressures, challenges, frustrations and at times the isolation and self-doubt.

You develop, motivate, empower, inform and counsel other people. In return, you receive hockey-stick goals with compressed time periods to achieve them.

You are the nexus for the good and the not-so-good that happens on your watch, receiving trace amounts of credit for the former, and strict scrutiny for the latter.

You don’t complain, because that’s what you’ve chosen to do – give of yourself in service to others.

For many of you, there’s constant pressure to recruit new talent to your firm. You’re told to work harder, make more calls, and set up more appointments… And then you’re supposed to tell the recruits how much better your firm’s culture is, how your firm really cares about its advisors, and all the details about your platforms, services and technology. And that’s supposed to do the trick? It might, if your firm is prepared to float a boat-load of money in the recruit’s direction.

But recruiting isn’t about just one thing…It’s about lots of things, big and small. And each of you are the tip-of-the-spear – involved throughout the process from the initial contact to welcoming them to their new offices on day one of their transition.

If you had a Magic Genie who could grant you anything you asked for that would make you a better recruiter – short of making the decision for your recruits – what would that be?


Perhaps you need a fresh perspective on prospecting – developing plans and scripts for all the different types of advisors you may be recruiting – instead of the typical “one size fits all” approach.


Maybe you need to listen better. When recruits are speaking to you, are you listening or just waiting for your turn to talk? Are you listening to understand where they’re coming from, or are you listening to see if you agree or disagree with them? Does it matter or make a difference? You know it does, but do you know how to listen and the power that comes with it?

Understand and Deal with Emotions More Effectively

Recruits, believe it or not, are people too. And people make decisions based on emotions, then try to justify their decisions based on intellect. How well-versed are you in the psychological ramifications of recruiting and the application of effective negotiation and selling skills? Selling is not an evil endeavor, it’s a manager’s lifeblood.

Orchestrate and Practice your “Performances”

How would you grade your or your managers’ recruiting “performances?” Yes, each interaction is a performance – from your first impression, throughout the due diligence process, and right up to the day the recruit leaves his or her firm and joins you. Every aspect of your performance needs to be carefully planned, scripted, choreographed, rehearsed and executed with aplomb and character. It also requires mental dexterity and improvisation – the ability to provide the right response as questions, challenges and hurdles come at you in every which way at any time.

If you want to improve your recruiting skills, let’s have a discussion. We’d like to understand your current situation, what you want to accomplish, and what’s getting in the way. Then we can determine if partnering with Fin-Comm makes sense, or not. Sound fair? Thank you for your consideration.