Different Genders

A few years after I left a major accounting firm to start my financial planning business, a female friend of mine called to say she wanted to do the same thing. In some respects, this woman was even better qualified than I was. She had been a partner at her accounting firm, while I only stayed six years and rose to the level of senior manager at mine. I went directly into my own practice from there, whereas my friend had gained further experience and connections by working for a time as a financial adviser with a large trust company. We knew each other quite well through various professional groups, and while we did not socialize away from work, she felt comfortable calling me for advice on starting her own business, and I was comfortable giving it. In fact, I invited her to my offices and had her meet and talk with several of my staff. We were still quite small then, just a few people in a single office in New York. My friend and I were both in our early 40s at the time. Yet even then, I was positioning my business to develop a generation of advisers and managers who could eventually replace me. I told my friend that I thought this was important, since clients establish long-term relationships with our type of firm and they want to know we will stick around. Also, if you want to attract top employees who are younger than you, they need to know that you are building a career path for them that can extend beyond your own. j4icHbIA
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