Gilly Green

Call it a manual, if you like.

There are others who've just done a really good process of communication and absolutely thought about what is heard is not always what is understood and what is said is not always what is heard even.

So I think reiterating those conversations, being open and visiting, you know, if you've got locations that are a little bit away from head office, there was one firm that didn't visit them for every year.

So that's just not on.

You're not going to get engagement.

You're not going to get things done quickly.

And you are some of these softer things are actually the things that cause the most issues from a growth perspective.

I also think, and Johnny, this will play to you guys, is that you need to train people.

And

a lot of financial advisors go into being a financial advisor because they want to look after their clients they're good at client communication but they think of sales as a dirty word and helping people to understand that every client contact is an opportunity you know just asking someone if you're doing a good job and if everything's all right and would you be happy to recommend someone to me is part of business development giving them the words to say and a script to use to start them off and they will all develop their own ways of doing it

but making it part of their job to absolutely do.

And it's like saying the obvious, but a lot of firms don't do this very well.

So that's definitely one factor that is absolutely key.

The second one is actually giving them the time to do it.

So we mentioned already that, you know, they get tied up in learning new processes and new systems and everything else.

But one key thing that also sometimes happens with some of the earlier acquisitions

is they said, oh, we've got one advisor to every three admin staff.

Let's cut a few of the admin staff.

Well, if you start cutting admin staff, advisors start doing admin.

And in any case, I think the discipline of advisors doing admin is not great.