In the early ‘90s I was brokering at Prudential Securities in Pasadena, and in my first few months prospecting for new clients, I brought on some blue-blood Pasadena residents who had net worth that I found somewhat intimidating.
We had a branch manager with an open door policy to discuss whatever was on our minds, so I shared with him my feelings of intimidation with these new clients. His feedback cut to the chase, “Jon, the only difference between you and those clients is the number of zeros after their net worth.” Over the years I’ve found his input to hold true: human desires are universal in wanting to feel connected, valued and appreciated—regardless of the zeros.
The Loyalty Factor
Broker-dealers have an ongoing challenge in fulfilling advisors’ desires and when they are successful, they gain a loyal following. Still, there is no perfect broker-dealer, and all firms go through periods where issues are being worked out. For some firms, problems are ignored and grow, and multiple issues chip away at a rep’s loyalty.
For some broker-dealers, they reach a point of decline, which in Hollywood parlance is known as “Jumping the Shark.” The term comes from the ‘70s sitcom “Happy Days.” In one episode, the iconic character Fonzy was water skiing, smiling and being happy-go-lucky in his demeanor versus his usual leather-jacket-clad Mr. Cool persona. While skiing, he actually did jump over a shark (while wearing his leather jacket.) This episode was the turning point for the show, starting a steady decline in ratings, hence the term “Jump the Shark.”
How Not to Jump the Shark
For a broker-dealer, “Jumping the Shark” is not necessarily a single incident or quick decline in the number of reps, but rather a slowdown in growth that leads to stagnation or decline. It’s important to note that some firms don’t want to grow quickly and choose to cap growth to maintain the culture and qualities they have worked hard to develop, such as high-end service and management that is easy to access. For those firms choosing to not grow (provided they’ve reached a critical mass of near $100 million of revenue) you can measure loyalty by their ability to retain reps.
When we consult with advisors during broker-dealer transitions, we always probe as to why they want to leave their current BD: it nearly always correlates to a loss of loyalty.
Here are some examples of loyalty breakers for advisors at broker dealers:
I’ll be out of the office starting June 3rd and returning June 12th.
There’s nothing wrong with staff and management taking occasional vacations or attending a few conferences each year. However, for some in management, they are out of the office more than they are in. We’ve noticed that firms striving to succeed tend to stay put and not travel much. Once they reach a certain level of success (midsized firm), their schedules get filled up with conferences they previously would not attend and vacations become more frequent.
Representative feedback includes statements like, “Management seems more concerned about their golf game than us,” or “I can never get hold of management anymore, they always seem to be out of town.” With all the conference opportunities offered to broker-dealer management, it’s easy to fill your schedule, but keeping yourself available to your advisors should take precedence.
Busy-Ness Does Not Equate to Productivity: Death by Meeting
When I recruited for an insurance broker dealer in 1999, we had a weekly, one-hour conference call that was 95% an exercise in futility. The meetings seemed more of a way for our manager to justify her position. As I expressed to her at the time (she hated me for saying this), my time would have been much better spent being on the phone talking to advisors.
A recent Wall Street Journal article by Alina Dizik “For Some Managers, Doing Less Means Getting More Done,” discusses the new school of thought on how managers are supposed to get more done, and done better. The takeaway? They should do less.
Dizik points to J. Keith Murnighan, a professor at Northwestern University’s Kellogg School of Management, who contends that the key to unlocking greater productivity is to just say no: to switch off the email pings, decline meeting invitations and get home in time for dinner.
In fact, dozens of studies all say the same thing: Doing less, and doing it without interruption, can be the key to being a more productive manager and entrepreneur.
With fewer distractions, management will have more time to spend talking to advisors. And when they are talking to advisors, they’ll be more focused and in the moment rather than the advisor getting the impression their mind is elsewhere.