Fiduciary responsibility is a two-way street paved with trust. Trust that the client is clear on his or her goals, and that the investment advisor’s plan to achieve them is well defined. With a complete disregard for ambiguity, trust demands transparency. An authentic broker-investor relationship is a microcosm of transparent leadership because a fiduciary duty epitomizes the highest of standards.
As a leader, my role in my company and in my community is to speak intelligently about the causes, values, and ideologies in which I believe. If those resonate, people may get onboard. If for any reason they do not strike a chord, then the onus rests completely on me; any failure to articulately inspire is solely my responsibility.
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Conor Delaney founded The Good Life Financial Group in 2012. Prior to that, he served as both a top advisor and top manager for Waddell & Reed Financial Services since 2005. He graduated from Alvernia University, Reading, PA, in 2007 with a degree in Accounting and in Business Management. Delaney was also a graduate of Red Bank Catholic High School, Red Bank, NJ in 2003.
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Many of us unconsciously believe that women in leadership roles should be like men – whether we will admit this or not. When looking to hire women for leadership positions, the conclusion for those in the public or private sector (whether driven by our own gut instincts or by social psychological research) is that to be perceived as competent, women in authority have to be assertive, perhaps even ruthless in their decisions, and autocratic in their style. Otherwise no one will listen.
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These days, all sorts of businesses have a need for a call centre. The truth is, these can be useful methods of contact with your customers. If you are in charge of a call centre, you know how lively and energetic a place it can be. One major thing you can learn to do over time is to use that energy, transform it into something positive for the customers. The thing about phone communication is that it is strangely powerful. It doesn’t matter that the customer cannot see the operator’s face. There is a lot of unconscious communication in the voice, and that affects the experience of the customer. That is why it’s so important to maintain the call centre, to manage it effectively. Even the slightest off atmosphere can affect a huge number of customers over the course of the day. But what are the secrets to running a call centre successfully? To answer that, let’s have a look at these top tips.
Lead By Example
This is something which any manager would do well to remember. Ultimately, like it or not, your staff look up to you. With that in mind, it is vital that you demonstrate the core qualities of the business which you wish them to embody. You need to be these qualities yourself in order to be able to expect it from others, that’s the truth. Nobody likes a hypocritical leader or manager, so be sure that you are never off duty with regards to this. The slightest hiccup is all it takes to destroy the effect.
Prioritise Security
Call centres have often been the subject of much scandal and disrepute. Often, this is a case of data protection being breached. The unfortunate truth is, this is all too easy to happen. As the manager, it is essential that you keep on top of the security side of things. Your customers’ information is sensitive, and it needs to be looked after as well as possible. You also need to champion ways of ensuring the identity of the caller, every time. Otherwise, you might find yourself in a lot of trouble. FFIEC compliance is paramount here, as you need to be sure of who is on the other end of the line.
Be Clear About What You Want
The most effective managers are those who express clearly what they hope to get out of their staff. If you are starting to notice that people are not quite adhering to your standards, then look into this. It is possible that you are not expressing yourself well enough. Make sure you give your staff guidelines for working, as well as fair but strict deadlines. Always ensure, too, that you give them a chance to query the request or ask questions. This two-way communication is the key to a smooth-flowing workplace.
Feedback
Last but not least, make sure you are providing feedback to all staff. This is not just important for the proper flow of the workplace; it is essential. It also means that your staff have the opportunity to regularly express themselves. This alone is a hugely beneficial to your staff, and you will soon notice the difference.
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When I was growing up, I spent many joyful Sundays watching football with my father. At the end of every down, we relished critiquing the coach’s play calling – if it had failed – by boldly claiming we knew the plays that would have saved the day. We reenacted this ritual every week and even carried “our” game’s analysis through Monday morning breakfast. By the time we finished our discussion, we were self-acknowledged geniuses who, unquestionably, deserved a coaching spot on any National Football League roster. Unfortunately, since that’s not how play calling works, we found ourselves relegated to the role of “sage” after the fact.
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Bill Bartlett is author of The Sales Coach’s Playbook: Breaking the Performance Code (Sandler Training / 2016). Bartlett is an experienced Sandler trainer who plays an important role in Sandler’s worldwide organization and is recognized as a business development expert specializing in executive sales training and sales productivity training. He currently heads a Sandler training center in the Chicago suburb of Naperville, IL.
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Effective performance measurement systems consist of high-quality individual measures associated with a strongly interrelated framework. Using this deliberately developed framework, leaders ascertain organizational performance quickly and accurately. The system itself should be economic to maintain and provide readily available updates typically necessitating a degree of automation. Quality systems present the same view of performance to a broad number of individuals within the organization concurrently. To achieve all of these qualities, each measure must be well thought-out and developed individually and then integrated into the collective system.
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Additional information on the individual characteristics of quality performance measures and their construction can be found in the following StrategyDriven articles and documents:
Organizational Performance Measures – Construction
About the Author
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
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