What Advisers Need to Know About Wealthy Investors

夏洛特Beyer的新书，财富管理未包装，给富裕家庭提供大量提示，以管理其财务，同时重点关注他们的生活质量。使用生动的例子和信息图表，Plainspoken Beyer将陷入困境，以避免选择顾问并制定将影响后代的其他决定。1991年的金融业获得了一名金融业，成立了纽约私人投资者研究所（IPI），其成员在18个国家/地区包括约1,200个超高净值个人，她也知道什么投资者look for in a wealth management professional.

Beyer spent two decades with Wall Street firms including Bankers Trust Co. and Lazard before launching IPI. In 2004 she founded the投资者教育合作那an online venture inspired by her work in helping establish the Private Wealth Management Program at the Wharton School of the University of Pennsylvania and developing similar programs at other colleges. Beyer recently shared her views with Contributor Andrew Barber on how advisers can build strong client relationships.

亚博赞助欧冠机构投资者：第1章，你专注于投资者需要向自己询问自己的问题：谁勇敢地告诉客户，“你错了”？财富管理是一家服务业，因此使此类声明需要达奇。您如何建议顾问方法？

Beyer：You are right; most advisers will defer. And yet as one investor put it, “Many advisers are reluctant to tell the truth as they see it to their clients. Advisers are afraid of upsetting their clients and so don’t ask hard questions or urge clients to do something that their clients are not inclined to do. Although this lack of candor may be an understandable human characteristic, it is not especially helpful to us.”

关于不可避免的分歧的更坦率和开放的对话顾问和客户将遇到 - 在实际发生之前 - 将有助于避免沿线的任何令人不快。

你的第二章包含了一个有宝贵的讨论，这些讨论是让人们讨论他们的顾问，以及人们对财富在生活中的作用的看法。顾问如何帮助他们的客户以透视提供资金，以便他们为他们做出正确的决策，并专注于生活的生活？

财富是独一无二的个人，你想要的财富在你的生活过程中变化。关于财富宗旨的问题是以不同的方式回答;有时，当投资者终于认识到足够留下有意义的遗产时，有时候认为安全可能会消失。成功的顾问没有任何关于正确决定的假设，因为他或她可能会冒来自客户的风险。一位投资者可能喜欢对投资数据和投资组合分析进行困扰，而另一个人想要谈论任何东西，而是投资。因此，对生活的关注可以令人惊讶的曲折和转弯。

我回想起客户被打扰的情况下，因为顾问一直试图说服他在慈善事业中更具系统性。这个人是什么，正确或错误，大多数都享受着他的朋友的慈善机构。几十年来的Quid Pro Quo为他工作。

You mention jargon in a negative context frequently throughout the book. Would you advise a wealth manager to dispense with jargon entirely and be more direct?

Jargon可以隐藏在后面，通常代表权力的不平衡，如果您试图建立持久的合作伙伴关系，那么绝不会运行。语言不应该分开，而是促进相互了解。任何真正的沟通都要求接收器掌握所说的;否则，通信已提供任何价值。

顾问应该更直接吗？也许，但也许不是。直接可能会落入屈尊俯卧或迂回重复。也许更精确的方法将清楚地解释或教学，融资和投资投资者所理解的水平。

您注意到向标题添加个人认证的越来越努力，指出CFA与带有更低的杆的指定之间的差异。顾问应该如何代表教育和其他凭据？

如果顾问清楚地解释了他或她为客户做了什么，特别是概述投资政策声明，结果以及他们将如何确定风险目标，顾问可以编织援助该过程的凭证。最好证明，专业知识不是由您姓名背后的字母表的字母，而是通过如何实际用于使客户受益的信息。

The Monte Carlo exercise is a powerful way to walk though possibilities with a client, describing the impact of market gyrations and testing out how much risk is comfortable. Show, rather than tell, your expertise with engaging exercises and interesting questions.

You advise investors to ask for references. Should advisers be proactive on that front?

Advisers who hand prospects a list of questions to ask any adviser they are interviewing will have a competitive advantage. “Will you supply references?” is an obvious question to include on that list. Prospects appreciate an adviser’s guidance, and when an adviser goes so far as to suggest interviewing other firms, this underscores the adviser’s confidence in his or her own expertise.

当客户决定解雇他们的财富经理时，您如何建议顾问处理情况？

The story I tell in my book begins right after the financial crisis. One investor was furious with his adviser because he lost a lot of money. Here’s how the investor described what happened next: “What had most annoyed me was not seeing a context for evaluating my performance. By asking the question and stating my complaint, I found my adviser was able to refine the reports, giving me a frame of reference to evaluate my returns objectively. I could compare my returns and risk against other portfolios, and in that context, I saw my returns were pretty impressive. Now I feel confident and comfortable that my adviser is doing a great job for me.”

Now, you might ask, why didn’t the adviser do that without almost being fired? In my view, advisers often learn from their most demanding clients. The enhancements needed are usually being voiced by at least one client, if only the firm is listening.

When an adviser feels that a client is not a good fit for his or her services during an initial meeting, how should they handle it?

Diplomatically. You might explain how your firm wants to exceed a client’s expectations in servicing and performance, and that from this meeting, you sense that your firm might disappoint them.

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