John Anderson

John Anderson

I’ve been in the financial services business for over 25 years. I’ve been around some of the best financial advisors on the planet – and unfortunately around some who made me wonder how they put food on the table. And I’ve learned from both.

I started out as an investor relations representative, talking to advisors and their clients, answering questions and “re-selling” my company’s products.  Within eighteen months or so I moved to the sales side and have been there ever since.  From working the “sales desk,” to internal account executive, to wholesaler, to managing director, I have been responsible at one point or another for most of the United States. And I’ve almost always worked with advisors, their clients and their centers of influence.

So what did I learn from good (and bad) advisors?

I am awestruck by those great advisors who can take a client’s dream and turn it into reality – whether that means retirement, college education for the kids or just plain old multigenerational wealth.  To me, the best advisors are not discussing beta, standard deviation, alpha or some other Greek letter. They’re diving deep into the client relationship.  Ultimately, they’re spending time in front of their clients – not in front of their computers.  And they are building a business that will provide advice long after they step away.  A business – not a practice.

Today, as Managing Director of the SEI Advisor Network’s Practice Management solutions, I work with advisors across the country to run a more effective practice. I also frequently present at conferences for some of the country’s most prominent broker-dealers and industry organizations, such as the Financial Planning Association.

In plain terms, I provide advisors with common-sense tips to grow their business. And in Practically Speaking, I look forward to sharing the conversation with you.

Recent posts by John:

Show Don’t Tell. Use Content to Distinguish Yourself from the Crowd

If you have a great close rate but still want to grow, you should up the number of prospects coming through the door in the first place. Invite them in with what you know.

Advisor Holiday Gift(s) in October

If each year you’re late to plan or pick your client holiday gift, I’m reminding you: do that now. With this time to plan you can make a real impact this year.

Talking about the Future of Referrals

In recent separate posts, Julie Littlechild, Stephen Wershing, and I have been all about referrals and building your referability. This week, the three of us talk to each other – and to you – about what’s now, new and next in advisor referability.

Equifax: A Teachable Micro-Moment for Advisors

I see a teachable moment in how advisors reacted – or didn’t – to the recent Equifax news.

Another Perspective: Client Advisory Boards Deliver More Long-Term Value than Focus Groups

I love a good debate – because we all benefit from the discussion. Steve Wershing of The Client Driven Practice, weighs in on the value of advisory boards (which differs from mine). Who do you agree with?

Q&A on Spousal Inheritance: IRAs, RMDs and RBDs (Oh My!)

Our last webinar, 12 Things Every Advisor Should Know When a Spouse Inherits an IRA, covered a lot more than 12 things. As a bonus, our director of investment planning Dean Mioli answers more of your burning questions.

How You Can Leverage Client Communications to Drive Referrals

In order to connect the dots between client communications and referrals, you need to start with client needs. The good news is that you don’t have to start from scratch to be successful – you can tweak existing strategies and tactics.

Why Focus Groups (Not Advisory Boards) Put the Focus Where It Belongs

Getting generic advice from a cross-section of clients will create a generic advisory firm. But a focus group, made up of the clients you want to replicate, could be the best recipe for growth.

Why One-Size-Fits-All Client Service Doesn’t (Fit, That Is)

“One size-fits-all” is often ill-fitting – that’s true when it comes to clothing, as well as client service. If you’re segmenting by AUM or revenue, rather than by what is important to your clients, you’re setting them (and yourself!) up for disappointment.

Founders to Successors: Advisor Transitions

You’ve probably read a lot of articles about succession planning from the founders’ point of view. But when founder and successor consider one another’s best interests (a term well known in the fiduciary world), it’s more likely to put the “success” into succession.

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