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Leadership, emotionalintelligence and teams in change management. This transition is explored further in Book review: The Management Shift by Vlatka Hlupic (kimtasso.com) Create a change vision Leaders need a compelling vision of the desired change. Winning their hearts – and emotional commitment – is tougher.
Private client management and marketing: Businessplans, recruitment, assessments and automation. Core challenges for private client law leaders The core challenges identified throughout the day were the interlinked topics of businessplans, recruitment, assessments and automation. 10 reasons why (kimtasso.com).
kimtasso.com) Excellent 12% (2) Good 47% (8) OK 41% (7) Which consulting skill do you most need to develop EQ/emotionalintelligence 0% An introduction to emotionalintelligence (EQ) and empathy (Video) (kimtasso.com) Research on leadership and emotionalintelligence (EQ) (kimtasso.com) Book review – EmotionalIntelligence 2.0
Having confident leadership with a strong vision, backed up with a robust businessplan and strategy and evidence of progress was attractive to potential recruits. Recruitment Many delegates reported that a core challenge for their private client team was recruitment. Both to maintain service levels and underpin growth strategies.
There are tips on time management: 35 tips to improve Time Management for busy professionals (kimtasso.com) and how to release time become a more proactive Marketing and Business Development Executive (kimtasso.com). Look to the businessplan and departmental plans. Prepare a strategic M&BD plan.
And co-create a plan. Why do you need a businessplan? 10 reasons why (kimtasso.com) Marketing planning in a nutshell – simple and complex plans (kimtasso.com) Data and systems It was good to have a sprinkling of IT geeks (their label not mine!)
Ideas on how to spend any “free” time ranged from competitor and analytics analysis to businessplans for teams although some mentioned getting up to date on admin. And it is hard to argue with evidence of client sentiment or competitor action. Between 1% and 20% of their time currently spent being proactive – with a median of 10%.
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