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I’m currently saving enough, investing the right way, as well as figuring out a long-term plan for one of my kids who has special needs.”

      Planner: “Okay, thank you, this information is really helpful. Our team has worked with a number of other families to set up life-care plans for their child who has special needs, as well as provided retirement and investment planning specific to their situation. It sounds like our firm would be a great fit for your needs. Would you like to set up an appointment to learn more about our services?”

      Prospect: “Yes, definitely. I’m excited to get started.”

      Communication between the prospective client and planning staff started again the moment the prospect entered the business premises. Was the person greeted? How was the greeting received? Did the client feel welcomed? Was the prospect immediately offered something to drink or not until she reached the conference room? What were the environmental triggers in the waiting room that signaled the financial planner’s working style? Was there a television showing business news or were general readership magazines available to peruse? Was the client sitting in silence? Was there classical music playing in the background, or was the client able to overhear conversations taking place within the office? Each of these elements will be discussed in more detail throughout this book. At this point, it’s just important to note that the environment can influence the way clients decode a financial planner’s message. The concepts of encoding and decoding a message are examples of elements within communication theory. The office environment and staff interactions, in particular, can shape the manner in which communication does and will take place, as well as influencing the comfort level and expectations of the client.

      Now that the client is sitting down directly with the financial planner, imagine that the following brief discussion occurs between the prospect and financial planner:

      Planner: “It is so nice to meet you.”

      Prospect: “Thank you for taking the time to meet with me.”

      Planner: “You are welcome. How was the traffic today?”

      Prospect: “Not bad. It took only 20 minutes to get here.”

      It is apparent that some form of communication is occurring. Specifically, the prospective client and financial planner are engaged in oral discussion. While communicating orally is very important, there is a lot more to communication than simply talking. Communication encompasses much more than a spoken or written word. Neither the prospective client nor the financial planner are robots speaking in monotones. The way in which the words are spoken and interpreted is just as important – and sometimes more important – than what is actually stated. It is precisely what is not being said that often dictates the manner in which dialog is coded, received, and decoded. That is, what we are not “seeing” in this example are things like:

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      1

      D. Yeske, “Finding the Planning in Financial Planning,” Journal of Financial Planning 23, no. 10 (2010): 40–51.

      2

      N. Sharma and P. G. Patterson, “The Impact of Communication Effectiveness and Service Quality on Relationship Commitment in Consumer, Professional Services,” Journal of Services Marketing 13 (1999): 151–171.

      3

      D. L. Sharpe, C.

1

D. Yeske, “Finding the Planning in Financial Planning,” Journal of Financial Planning 23, no. 10 (2010): 40–51.

2

N. Sharma and P. G. Patterson, “The Impact of Communication Effectiveness and Service Quality on Relationship Commitment in Consumer, Professional Services,” Journal of Services Marketing 13 (1999): 151–171.

3

D. L. Sharpe, C. Anderson, A. White, S. Galvan, and M. Siesta, “Specific Elements of Communication That Affect Trust and Commitment in the Financial Planning Process,” Journal of Financial Counseling and Planning 18, no. 1 (2007): 2–17.

4

“CFP Board is a professional certification and standards setting organization founded in 1985 to benefit the public by establishing and enforcing education, examination, experience, and ethics requirements for CFP professionals. Through its certification process, CFP Board established fundamental criteria necessary for competency in the financial planning profession.”

5

H. Evensky, Put Your Mouth Where Your Money Is: The 9 Keys to Proactive and Interactive Communication for a Wealth Management Practice (Shrewsbury, NJ: Charter Financial Publishing Network, 2014).

6

C. Anderson and D. L. Sharpe, “The Efficacy of Life Planning and Communication Tasks in Developing Successful Client-Financial Planner Relationships,” Journal of Financial Planning 21, no. 6 (2008): 66–77.

7

C. Nelson, “Communication Styles and Business Growth,” Journal of Financial Planning 23, no. 9 (2010): 8–11.

8

D. Dubofsky and L. Sussman, “The Bonding Continuum in Financial Client-Financial Planner Relationships,” Journal of Financial Planning 23, no. 10 (2010): 66–78.

9

Id., 76.

10

D. Yeske, “Finding the Planning in Financial Planning.”

11

M. Swift and J. Littlechild, “Building Trust through Communication,” Journal of Financial Planning 28, no. 11 (2015): 28–32.

12

K. C. Harad, “Devise a Client Communication System That Inspires Loyalty,” Journal of Financial Planning 27, no. 4 (2014): 20–21.

13

T. Christiansen and S. A. DeVaney, “Antecedents of Trust and Commitment in the Financial Client-Financial Planner Relationship,” Journal of Financial Counseling and Planning 9, no. 2 (1998): 1–10.

14

D. K. Berlo, The Process of Communication (New York: International Thomson Publishing, 1960).

15

B. Gawronski, R. J. Rydell, B. Vervliet, and J. De Houwer, “Generalization versus Contextualization in Automatic Evaluation,” Journal of Experimental Psychology: General 139, no. 4 (2010): 683–701. doi: 10.1037/a0020315.

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