The Bullish Thinking Guide For Managers: How To Save Your Advisors And Grow Your Bottom Line

The Bullish Thinking Guide For Managers: How To Save Your Advisors And Grow Your Bottom Line

Praise for The Bullish Thinking Guide for Managers "Many of us in the financial services industry have, regrettably, known an advisor or executive who we should have helped but through our ignorance or inaction needlessly suffered. Our industry needs guidance on how to identify those in trouble, and in The Bullish Thinking Guide for Managers, we now have it. Please use this book to help those in need with whom we work every day." -Christopher L. Davis, President, The Money Management Institute"Bullish Thinking is a tool that all branch managers must have in their arsenal. It doesna't sugar-coat the problems and challenges these heroes face every day. The real case studies provide substantive food for thought and solutions that are easy to implement. It helps the manager on a personal level and shows him or her how to help their advisors who may be in crisis." -Keith Gregg, President and co-CEO, First Allied Securities"Dr. Cassa's Bullish Thinking coaching, seminars, and private sessions have helped countless managers deal with personal challenges on the job, and the challenges their advisors face. The Bullish Thinking Guide for Managers is an excellent resource. The teamwork of Dr. Cass and Dr. Shaw is unmatched in the financial services industry." -Leo Pusateri, President, Pusateri Consulting and Training, LLC, Buffalo; author, Mirror Mirror on the Wall Am I the Most Valued of Them All?"Dr. Cassa's and Dr. Shawa's observations are powerful and cut right to the underlying issues in our industry. Our only assets are people. They enter and leave the building every day. The health of our industry and the success of our clients are directly linked to the emotional well being of the professionals that serve." -Timothy J. Pagliara, Managing Partner, Capital Trust Wealth Management"With the minute-by-minute demands on financial advisors and their managers, it is hard not to believe that many, if not most, of