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Table of Contents

Preface Acknowledgments Chapter 1 Who Are G2? Defining G2 Developing the Next Generation Is Critical Just Hiring Them Is Not Enough (But Start There) What G2 Professionals Need G2 Needs to Take Over Client Relationships G2 Are the Future Chapter 2 The Career Track The Advisory Career Track Non-Client-Facing Career Tracks Progressing through the Career Track Being Flat Top Performers Reaching the End of the Track Chapter 3 Recruiting G2 Beginning with the End in Mind Hiring Levels Becoming the Employer of Choice Advertising Recruiting in Small Markets Screening Interviewing Opportunistic Hiring Experienced Hires Chapter 4 Taking Over Client Relationships What Is a Lead Advisor? Qualities of a Trusted Advisor Transitioning the Lead to G2 Chapter 5 How Advisory Firms Develop New Business The Business Development Process When and How Clients Act Existing Clients as a Referral Source Some Theories about Referrals Other Referral Sources Beyond Referrals The Simple Mathematics of Reputation-Based Selling Principles of Business Development Chapter 6 Be a Business Developer The Four Stages of Learning to Develop New Business Solving a Puzzle Finding Your Mentor Learning to Ask Questions and Listen Finding Your Specialty Developing a Niche Following a Disciplined Process Be Persistent Chapter 7 Managing People Defining Management Prioritizing Management and Communication Accepting Responsibility Providing Feedback Dealing with Poorly Performing Team Members Performance Evaluations Being a Mentor Chapter 8 Managing Up Speaking Up Getting Involved Taking Responsibility for Your Team Supporting Your Colleagues Measuring Your Criticism Managing Your Own Expectations Chapter 9 Managing Yourself Defining Balance of Life Balancing Time Dealing with Weaknesses Thoughtful Communication On the Value of Conflict Looking at Your Own Plate Chapter 10 Owner, Manager, and Leader Defining Owner, Manager, and Leader Management Leadership Chapter 11 Adding Owners: The Firm Perspective Criteria for Ownership/Partnership Admission Process Adding Family Members as Partners Laying the Foundation for New Partners Tackling Buy-In Financing and Valuation Onboarding Partners Chapter 12 Buying Equity: The G2 Perspective What Does It Mean to Be an Owner? Key Questions to Ask Should You Buy Equity? The Characteristics of Equity Understanding Your Ownership Agreement Small Firms and Family Firms Owner Compensation What If the Ownership Agreement Isn't Right for You Understanding the Valuation and the Price Organizing Your Personal Finances Beyond the First Purchase Chapter 13 The Ownership and Governance Foundation for G2 Career Investment Stability and Governance Elements of Governance Governance as a Function of Size Reviewing Your Governance Model Achieving Results Chapter 14 Succession Different Aspects of Succession Internal Succession of Ownership Finding the Motivation The Big Transaction A Large Number of Small Transactions Passive Ownership The Intermittent Transaction Equity-Based Compensation Profits Interest Options Nonvoting Shares Synthetic Equity Mergers Facilitating Succession Creating a Permanent Firm Chapter 15 Keeping Up with the Industry Being a Student of the Industry Developing Your Industry Connections Benchmarking Your Client Services Learning Best Practices Participating in External Training Contributing to the Industry Chapter 16 Conclusion From G2 to G3 A Note of Optimism Bibliography About the Author Index

About the Author

PHILIP PALAVEEV is the founder and CEO of The Ensemble Practice, LLC, and a recognized expert on the management of financial advisory firms and teams. Palaveev also is a business owner who speaks from the perspective of having built and managed successful businesses. He is the author of The Ensemble Practice.

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