From the March 2006 issue of Wealth Manager Web • Subscribe!
March 1, 2006   HAVE YOU EVER WONDERED why certain things in our
industry become generally accepted business practices? Perhaps
you've experienced a sense of dismay when you've seen another
advisor adopting what may well be a sound business practice for
a particular business model, but there's just something a little
off-kilter in the way they are applying the idea to their
business. You hate to take the risk of offending your colleague,
but sometimes wouldn't you really like to ask, "Why would you do
that"?  Here's an example of a couple of my personal favorites:
Keeping in touch with clients is clearly very important---and
newsletters are certainly an appropriate method for doing so.
But in an industry that focuses on financial planning and
encourages long-term thinking, why would you send out
institutional, money-manager-type newsletters full of
regurgitated market data and industry jargon that only serve to
have the client view you primarily as