By Ross Levin
Chapter 1 Turning an idea right into a perform (pages 1–12):
Chapter 2 development and working a tradition (pages 13–32):
Chapter three transforming into your enterprise (pages 33–49):
Chapter four constructing employees: the buyer group (pages 51–63):
Chapter five education employees in utilizing the Wealth administration Index (pages 65–83):
Chapter 6 The paintings Plan (pages 85–93):
Chapter 7 target atmosphere (pages 95–112):
Chapter eight Scoring the Wealth administration Index (pages 113–115):
Chapter nine Asset safeguard (Preservation) (pages 117–143):
Chapter 10 incapacity and source of revenue safeguard (Protection) (pages 145–189):
Chapter eleven Debt administration (pages 191–201):
Chapter 12 funding making plans (Accumulation) (pages 203–230):
Chapter thirteen property making plans (Distribution) (pages 231–251):
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Additional resources for Implementing the Wealth Management Index: Tools to Build Your Practice and Measure Client Success
During the market meltdown of 2008 and early 2009, we called our staff together and let them know that we were not laying off anyone and that we were going to hold salaries constant. We let them know that we would not be giving salary increases until our revenues recovered. We also said that if things stayed bad (which we did not expect), we would evaluate looking at suspending our 401(k) match. One of the staff members asked whether they could take a salary cut and then have a disproportionate increase when our revenues recovered.
We also use the Kolbe Index to test interviewee strengths in areas such as fact ﬁnding, quick start, and others. Most important, though, is that we don’t interview people prior to testing them. This has made a major difference in our hiring practices. We receive the resume to see whether we wish to go further. From there, we then administer the tests. If they test well, we then call them in for an interview. While this concept costs a bit more, it really helps us avoid falling in love with candidates without the skill set to do the job and then creating excuses as to why they tested the way they did.
We are committed to acting as your ﬁduciary. We will treat your assets, personal information, and values with the same care we would demand for ourselves. • We are committed to protecting your privacy. Your personal information will be held in strict conﬁdence and will never be shared with third parties without your prior consent. • We are committed to integrity. With that, we are committed to our company values, which will never be compromised. • We are committed to being non-judgmental. We will respect your dreams and values as you declare them and share them with us and will tailor our advice and services to reﬂect these dreams and values.