Mentoring and advising: my philosophy

The concept of a "deep generalist" was enunciated by Andrew Sobel the leading authority on client relationships and the skills and strategies required to earn enduring client loyalty,
in “Clients for Life: How Great Professionals Develop Breakthrough Relationships” a book he  co-authored.” 

I am deeply indebted to Andrew Sobel for his ability to express so clearly what I believe and try to act by. The words are his but the philosophy is mine also.

Being a deep generalist

"The professionals who develop into really great advisers are deep generalists." They develop a unique fusion of knowledge depth and breadth; they have a core expertise onto which they layer knowledge of related (and sometimes unrelated) fields.”

Being a lifelong student

“A prerequisite for becoming a deep generalist is to cultivate a learning attitude by thinking of oneself as a perpetual student and by unlearning old concepts that are no longer valid. One must also understand that "teachers" come in a variety of forms—in the guise of clients, families, reading material, competitors, and strangers met by chance.”

Understanding where you, the client is coming from

“Advisors must be cognizant of the personal ecosystem, which comprises information about the client’s aspirations, goals, and values as well as professional status and the family situation. Although few professionals delve into this arena, this kind of knowledge is precisely what enables the advisor to develop tailored and innovative solutions.”

Help you, the client see the big picture

“Another difference between the expert mindset and the advisor mindset is a focus on the big picture. Experts are great at analysis, but client advisors go further—they help their clients prioritize the issues, they see patterns in the data, and they ask thoughtful questions that can reframe the problem.

The best way to get good at synthesis—big picture thinking—is to become a deep generalist who has a core specialty but also a broad knowledge of markets, industries, and the overall environment your clients operate in.

Demonstrating objectivity

“You’ll win your client over quickly if you can at least have the mindset of independent wealth. Go about your work like you genuinely enjoy it; treat clients the way you’d treat a peer or a friend; never, ever act like the meter is running.”

The ability to anticipate your needs

“At each succeeding level—a client’s industry, his company and organization, and his personal life—the adviser becomes more and more valuable to the person he serves. When all three of these levels have been mastered, the ability to anticipate client needs, bring fresh solutions and ideas, serve as a sounding board, and provide comfort and reassurance is at its peak.”

Developing trust

“Trust is based on four key factors. First, it requires integrity, which includes honesty, and on a day-to-day basis, consistency and reliability. Second, trust is based on competence. That may sound obvious, but the key word here is perceived competence. So, a client’s trust in your or your firm’s ability to tackle a particular problem will be in part based on how well you educate that client and position yourself. Third, a client’s trust will depend on your orientation: Are you focused on yourself and your agenda, or on the client, and his agenda? Face to face time is critical to allow trust to grow.”

“I only work with a select few clients at any one time as all the work is one on one. If you appoint Peter Read Consulting that is what you get – the knowledge, experience and undivided attention of Peter Read.