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Category: Mass Affluent

Learn How to Compete When Investors Exit Active Management and Take a Passive Role

By Dan Greene | February 1, 2012

Citing poor results turned in by equity mutual fund managers and separately managed stock accounts alike, investors have, for a few years, been slowly turning their back on active asset management in favor of a more passive approach. The numbers now coming out on asset flow in 2011 indicate a continuation, if not increase, in…

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What Does the Future Hold for Federal Taxes?

By Ross Greene | January 30, 2012

There is no way to predict what changes will take place in 2012-2013 regarding changes to our Federal Tax system, but financial advisors and financial planners certainly need to be informed on what is being examined. The latest Kiplinger Tax Letter has outlined the president’s proposals: Letting the Bush tax cuts expire for those with…

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Remembering Character Development

By Ross Greene | December 16, 2011

In his 2006 book, Integrity: The Courage to Meet the Demands of Reality, Dr. Henry Cloud proposes that:  People who become leaders, or really successful, tend to have three qualities… They have some set of competencies…you can only fake it so long…you just have to get good at what you do. There is no shortcut.…

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NOW WHAT? How to Begin Implementing the 10 Sales Leadership Imperatives

By David Greene | December 5, 2011

In the 10 preceding articles on Sales Leadership, we discussed a strongly-held philosophy, provided strategic application emanating from that philosophy, and defined specific tactics to put this strategy to work. Now you ask, “Where do I start?” Many of you have experience in this role – some extensive and some nominal. Others are just starting…

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Question 11: How Do I Begin Applying the Sales Leadership Imperatives?

By Dan Greene | December 2, 2011

Having read some or all of the ten “imperatives” in this Sales Leadership series, your question might be, “How do I most effectively begin this process of applying these tactics?” We will give you a clear beginning process on Monday. But, to make our comments more meaningful, jot down what you think the first steps…

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Imperative 10: Motivate to Ensure Maximum Performance

By David Greene | November 28, 2011

In the last three articles in this series, we have discussed teaching, coaching and delegating as imperatives that the good sales leader should master. For maximum effectiveness, each of these tactical activities must be accomplished while constantly motivating those whom he/she is leading. Leadership is not for the faint of heart. If we have not…

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Question 10: What Steps are Essential to Being a Motivating Sales Leader?

By Dan Greene | November 25, 2011

Motivation is either scientific art or artful science…take your pick.  Come back on Monday and we’ll discuss some proven ways to apply both art and science in this process.  But first, list three specific steps you believe are essential to being a motivating sales leader. image credit  

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Imperative 9: Delegate Responsibility to Develop Leaders

By David Greene | November 21, 2011

Delegate?  Isn’t it the responsibility of management to manage?  Isn’t delegation synonymous with abdication of responsibility? It sure seems that delegation defies all logic when it comes to effective leadership.  However, when properly planned and implemented, delegation will not only leverage a manager’s time, it will also enhance the skills of some producers in a…

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Question 9: Why and What Should Good Sales Leaders Delegate?

By Dan Greene | November 18, 2011

Delegation seems to be the opposite of what a good leader would do to elevate production and skill development.  If asked to disprove the commonly-held belief that good sales leaders don’t delegate, what 3 reasons would you use in your proof presentation?  Also, what 3 activities would you delegate to others if you were a…

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Imperative 8: Exhibit Active & Visible Leadership

By David Greene | November 14, 2011

In the previous articles, we have defined some specific strategies and tactics that we have used, taught, and proven to work in many venues and many segments of financial service sales.  Through these many and varied applications, it has been increasingly clear that systems, processes, and measurements alone will not, by themselves, work to significantly…

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