Summary slides for the breakfast seminar "How to read Wealth Clients" presented in Miami on 15 october 2013.

1. Skills to improve your client relationships
www.theclientacademy.com
How to read Wealth Clients
FIBA Wealth Management Breakfast Seminars
15 October 2013

2. SDI – Strength Deployment Inventory
Strength...
The SDI helps people identify their personal strengths
in relating to others under two conditions:
1) when everything is going well, and
2) when they are faced with conflict.
Deployment...
means to move strategically or to take a position for
effective action. The SDI suggests ways that one’s
personal strengths may be used to improve
relationships with others.
Inventory...
The SDI is not a test where judgments and “right” or
“wrong” answers are graded. It is a self-discovery tool.
It is an inventory for taking stock of motivational values
(the basis for how you feel and act in different
situations).

3. 4 types of people according to their SDI
motivation
Blue
Blue: Help others
RedBlue
Red
Hub
(Black)
Blue-Green
Red-Green
Green
Black:
Be flexible
Green: Analise independently
Red: Get results

4. Blue Wealth Clients
ALTRUISTIC–NURTURING
MOTIVATIONAL VALUE SYSTEM
They see their Private Banker as
someone close to the family who
understands their values and helps them
preserve and project them into the future.
How they tend to behave:
§ Talks about feelings and
family
opinion and whether you
are happy
§ Will be sincere, trusting
and loyal
§ Will emphasize the
relationship
§ Talks about benefits to
other people
§ Meeting may be longer
than planned if they
“connect” with you
§ Will be interested in your

5. Selling to BLUE
ALTRUISTIC-NURTURING
MOTIVATIONAL VALUE SYSTEM
Listening and personalization are key.
They will be less price sensitive if you’re
giving them a very good service otherwise.
Allow time in the meeting to meet members
of the family or visit the business.
How to influence them:
§ Don’t go in with a prethought solution, ask them
for their opinion first
§ Tell them about the
benefits to the family
§ Be genuine: they need to
trust you as a person
before doing business
§ Refer to relationship: “we
want to have a long-term
relationship”
§ Don’t take advantage of
their trusting nature. If you
lose their trust, they’re
gone forever.

6. Red Wealth Clients
ASSERTIVE–DIRECTING
MOTIVATIONAL VALUE SYSTEM
They see their Private Banker as
someone who can help them obtain
a high return on their investments.
They are clients of several banks and
foster competition between them.
How they tend to behave:
§ Likely to be direct and clear;
can be challenging
§ Gets to the point quickly,
focuses on results, will want
action
§ They will be uninterested in
the detail
§ Meeting will be short. They
may be doing other things at
the same time
§ Likely to negotiate
§ The relationship is more
transactional: you’re only a
good as the last lucrative
deal you proposed to them.

7. Selling to RED
ASSERTIVE–DIRECTING
MOTIVATIONAL VALUE SYSTEM
Being competitive is key. If you’re not
on this occasion, don’t waste their time.
Show how what you’re offering is
different.
How to influence them:
§ Talk about solutions rather
than problems
§ Be brief and clear
§ Present short documents
with clear
recommendations
§ Emphasize return on
investment, time & money
savings
§ Give them credit for ideas

8. Green Wealth Clients
ANALYTIC–AUTONOMISING
MOTIVATIONAL VALUE SYSTEM
They see their Private Banker as a provider
of information and expertise they couldn’t get
access to otherwise. Green clients will do
their own thorough analysis, are generally
risk averse and will have a long term
investment strategy.
How they tend to behave:
§ Will be objective and
logical
§ Will follow the meeting
agenda
§ They will pause when
asked a question to think
it through
§ Will prefer information in
writing
§ Will not make a decision
there and then
§ Will read the small print
and follow procedures
§ Meeting will last exactly
as planned

9. Selling to GREEN
ANALYTIC–AUTONOMISING
MOTIVATIONAL VALUE SYSTEM
Being well prepared and professional is key.
Bring experts and/or show them specialised
research from your organization.
Do not oversell: people don’t convince them,
facts do. If you put pressure they will say no.
How to influence them:
§ Send an agenda in
advance and any
documents to review
§ Show that you have
procedures in place to
minimise risks
§ Stick to the agenda
§ Show credentials and
expertise
§ Have supporting facts
available in writing or
offer to email
§ Respect silences

10. Hub Wealth Clients
FLEXIBLE–COHERING
MOTIVATIONAL VALUE SYSTEM
They see their Private Banker as
someone who helps them think things
through. They like to be presented with
several flexible options and explore what
will be the best one at a given moment.
How they tend to behave:
§ Will appear open and
flexible
options
§ Will want to involve a lot
§ May switch from topic to
of people in the
topic
decision
§ May not give a straight
answer (“it depends”)
§ Will want a menu of
§ A successful meeting
swill be long to consider
all sides of an argument

11. Selling to HUB
FLEXIBLE–COHERING
MOTIVATIONAL VALUE SYSTEM
Showing that you’re willing to explore different
options with them without showing frustration
or impatience is key.
They are going to continue thinking about it
with or without you, and you stand better
chances of influencing them if you join them.
How to influence them:
§ Offer a menu of options
§ Involve a lot of
stakeholders in the
decision
§ Show willingness to adapt
§ Leave time to consider all
sides of an argument
§ Ask for commitment to
small steps leaving options
open for later
§ To move them along, start
each meeting with a
summary of the options
that have been considered
so far.

12. How to Read Wealth Clients
Prepared by Mónica Hernanz from The Client Academy. monica.hernanz@theclientacademy.com. Tel UK: +44 7890 593 408 | Tel US: +1 305 771 4011
The Strength Deployment Inventory (SDI) helps us understand the motivational values of the people around us, and how they differ from our own. Our motivational
value system (MVS or “colour”) is a collection of priorities which influence the way we approach others in all life situations. When we act according to our value
system, we feel good about ourselves.
When communicating with our clients, we tend to create our message according to our priorities, assuming that what is important to us will be important to them as
well. Yet if we tailor the message to their “colour”, we will increase our chances of influencing them.
MVS (Colour)
How to recognise them
They are likely to say
How to influence them
What you should say
Blue
This is a people-focused value
system concerned with the
protection and welfare of
others. They are warm and
friendly and are motivated by
helping others above
everything else.
• Talks about feelings and family
• Will be sincere, trusting and loyal
• Talks about benefits to other
people
• Will be interested in your opinion
and whether you are happy
• Will emphasise the relationship
• Meeting may be longer than
planned if they connect with you
• How can I help you?
• What do you feel?
• Let s see what we can do
together
• I ll be honest with you
• Let me do it for you
• I am interested in your
opinion
• We can t let them down
• Don t go in with a pre-thought
solution, ask them for their
opinion first
• Tell them about the benefits to
the individuals and the team
• Be genuine: they need to trust
you as a person before business
• Refer to relationship: we want
to have a long-term relationship
• I need your help to figure out
what to do in this situation
• Let s figure this out together
• We want to develop a long term
relationship with you
• We enjoy working with you
• What would be the impact of
this on you/ your people?
Red
This is an assertive, goal
focused value system
motivated by task
accomplishment. It takes
decisive action and is
constantly on the lookout for
opportunity.
• Likely to be direct and clear; can
be challenging
• Gets to the point quickly, focuses
on results, will want action
• They will be uninterested in the
detail
• Meeting will be short. They may be
doing other things at the same time
• Likely to negotiate
• Let s get into action
• What is the bottom line?
• Do you see what I want?
• We need to get round this
somehow
• It needs to be done now
• Can you do it cheaper/faster/
efficiently?
• Talk about solutions rather than
problems
• Be brief and clear
• Present short documents with
clear recommendations
• Emphasise return on investment,
time & money savings
• Give them credit for ideas
• It will be done
• This is what you will achieve
• The objectives are...
• The bottom line impact is...
• We can do it cheaper/faster
• If you need help or further input
from them say: to achieve the
deadline you need to step in..
Green
This is a cautious analytical
value system that prefers to
think carefully before acting.
It is motivated by autonomy
and self-sufficiency. It is
concerned with facts, detail,
objectivity, fairness and
principles.
• Will be objective and logical
• Will follow the meeting agenda
• They will pause when asked a
question to think it through
• Will prefer information in writing
• Will not make a decision then
• May make you fill forms and follow
procedures
• Meeting will last exactly as planned
• We need to monitor
progress
• There must be a logical
reason
• Is this accurate?
• Can I have it in writing?
• Where does this figure come
from?
• We must follow procedures
• Send an agenda in advance and
any documents to review
• Stick to the agenda
• Have supporting facts available
in writing or offer to email
• Show that you have procedures
in place to minimise risks
• Show credentials and expertise
• Respect silences
• Let s go through it line by line
• We want to do a thorough
analysis
• We have a procedure in place
• We will minimise risks by...
• Use objective language, i.e.
what issues need to be
considered? and not what do
you feel we should do?
Hub (black)
This is a flexible and
adaptable value system that
values the welfare and
membership of the group. It
is capable of seeing all sides
of an argument and changing
behaviour to adapt to what
the group needs.
• Will appear open and flexible
• May switch from topic to topic
• May not give a straight answer ( it
depends )
• Will want a menu of options
• Will want to involve a lot of people
in the decision
• Successful meeting swill be long to
consider all sides of an argument
• It depends
• This is a consensus decision
• What about this?
• What options do you
propose?
• We need to remain flexible
• When asked to make an
either/or decision they will
say : I want both
• Offer a menu of options
• Involve a lot of stakeholders in
the decision
• Show willingness to adapt
• Leave time to consider all sides
of an argument
• Ask for commitment to small
steps leaving options open for
later
• Here are several case studies
showing different options of what
we could do
• Let s play devil s advocate and
see it from the other side
• Who else do we need to involve
in the decision?
• This way we will be able to
keep options open for later

13. How
to
adapt
sales
messages
to
different
SDI
Wealth
Clients
Prepared
by
Mónica
Hernanz
from
The
Client
Academy.
monica.hernanz@theclientacademy.com.
Tel
UK:
+44
7890
593
408
|
Tel
US:
+1
305
771
4011
Closing
the
sale
The
account
is
open
but
needs
funds
This
is
product
may
be
interes7ng
to
you
I
need
to
leave
Blue
“We
have
spent
some
.me
talking
about
this
product.
I
would
like
for
us
to
find
the
best
solu.on
for
you
and
your
family,
whether
it
is
this
product
or
another.
Please
help
me
be@er
understand
what
you
need
in
order
to
make
a
decision.”
(Let
them
speak,
listen
and
empathize.
In
the
end,
aEer
listening
it
could
be
more
of
a
PUSH:)
“In
that
case,
I
suggest
we
proceed
like
this…what
do
you
think?”
Blue
“I
greatly
appreciate
the
confidence
you
have
given
us
in
opening
the
account,
however,
without
the
funds
it
is
as
if
you
were
not
a
client.
I
cannot
show
you
what
we
can
do
and
they
are
puMng
pressure
on
me.
If
it
is
ok
with
you,
lets
take
a
look
together
at
what
type
of
funding
would
have
the
least
impact
on
your
actual
investment.
Tell
me…”
Blue
“You
have
men.oned
previously
that…….
Also
having
in
mind
that
you
family
is
going
through……
And
that
the
market
is…….
Having
all
this
in
mind,
I
believe
that
this
product
could
be
of
interest
to
you
because
it
will
provide
you
with
the
following
benefits:……”
Blue
“I
am
very
happy
speaking
with
you
and
I
greatly
appreciate
that
you
are
telling
me
these
things
because
it
gives
me
an
opportunity
to
get
to
know
you
be@er
and
find
be@er
solu.ons
for
your
family.
Today
I
cannot
dedicate
the
.me
that
this
deserves,
because
at
xxxx
(.me)
I
need
to
leave.
Out
of
respect
for
my
clients,
I
try
to
be
punctual.
When
would
it
be
a
good
.me
to
con.nue
this
conversa.on?”
Red
“We
have
spent
some
.me
discussing
this
product,
but
if
we
do
not
act
quickly
we
are
going
to
lose
this
opportunity.
In
short,
I
think
that
it
is
a
good
product
for
you
because:
(bullet
points,
1,
2,
3).
How
do
we
move
forward?”
(bring
the
papers
prepared
because
they
could
be
signed
at
that
.me)
Red
“In
order
to
fund
the
account,
do
you
have
an
investment
at
another
bank
that
is
not
giving
you
sa.sfactory
profits?”
(another
op.on)
“What
is
is
the
easiest
way
to
transfer
X
MM
in
order
to
test
our
services?”
Red
“You
had
told
me
before
that
you
were
looking
for
a
return
of……
and
this
product
is
offering
that.”
“I
am
offering
you
this
product
because
with
other
clients
in
similar
circumstances
to
you
they
like
these
characteris.cs:
xxxx,
xxxx,.
What
do
you
think?”
Red
“I
am
going
to
have
to
leave
at
X
hour.
“Which
topics
do
you
think
we
need
to
discuss
to
make
the
best
use
of
our
.me?”
Green
(Send
them
the
detailed
informa.on
prior
to
the
mee.ng.
Do
not
expect
a
spontaneous
decision).
“Did
you
have
.me
to
analyse
the
informa.on
that
I
sent
you?
What
addi.onal
ques.ons
do
you
have?
In
order
to
move
forward
and
not
have
to
rush
at
the
last
minute,
you
should
make
a
decision
before
x
date.
What
else
do
you
need
in
order
to
make
the
decision?”
Green
“It
has
been
2
months
since
the
account
was
opened,
but
it
is
s.ll
not
funded.
In
principle,
in
order
to
be
a
client
the
account
must
be
funded
with
a
minimum
of
X
MM”
(Show
the
condi.ons).
(Explain
the
process,
what
he/she
needs
to
do
and
what
happens
once
the
account
is
funded)]
“What
informa.on
do
you
need
from
us
to
be
able
to
fund
the
account
before
X
date?”
Green
“Analysing
your
long-­‐term
investment
plan
for
this
product,
it
gives
you
the
following
advantages.
There
are
two
issues,
but
we
can
mi.gate
them
like
this.”
(Be
objec.ve,
do
not
try
to
oversell).
I
will
leave
this
detailed
informa.on
with
you.
What
other
ques.ons
do
you
have?
(Do
not
get
crea.ve
or
improvise,
if
you
do
not
know,
send
the
informa.on
later)
What
other
informa.on
could
I
send
you
in
advance
of
our
next
mee.ng?”
Green
(Check
the
.me
that
they
have
for
the
mee.ng
at
the
beginning
of
the
mee.ng.
Tell
them
at
what
.me
you
will
have
to
leave.
Let
them
know
with
enough
.me
instead
of
cuMng
it
short).
“We
have
30
minutes
leE.
What
would
you
like
to
analyze
in
the
.me
we
have
available?”
“Do
you
need
any
informa.on
in
wri.ng
that
I
could
send
you
so
that
you
can
analyze
it
before
our
next
mee.ng?”
Hub
(black)
“Lets
go
through
everything
that
we
have
discussed
about
this
product
to
see
if
with
having
all
the
perspec.ves,
we
find
the
best
solu.on.”
(Review
together
all
of
the
op.ons/opinions.
Do
not
lose
pa.ence).
“Great,
now
that
we
have
thoroughly
reviewed
it,
the
best
op.on
seems
to
be….do
you
agree?”
“If
you
commit
to
this
minimum,
if
the
circumstances
change
you
will
s.ll
have
these
other
op.ons
available”
Hub
(black)
“Since
the
account
has
been
open
for
X
.me
and
is
s.ll
not
funded,
I
would
like
for
us
to
examine
the
op.ons
that
you
have
for
funding
so
you
can
choose
the
best
one.
Normally,
clients
opt
for
these
two
funding
op.ons,
this
and
that…
What
other
op.ons
are
you
considering?
….
Lets
look
at
the
pros
and
cons
of
each
op.on.”
Hub
(black)
“This
product
gives
flexibility
because…”
“Lets
think
about
which
alterna.ves
you
have
with
respect
to
this
product”
“If
you
move
forward
and
later
change
your
opinion,
the
easiest
way
to
cancel
or
change
it
would
be….”
Hub
(black)
Of
course
it
is
important
to
consider
all
the
perspec.ves
and
I
am
here
to
help
you
to
think
about
them
and
assess
them
to
the
extent
that
you
can.
Since
I
will
need
to
leave
in
30
minutes,
what
do
you
think
if
we
summarize
and
try
to
see
which
is
the
best
op.on
as
of
now?”
“….I
need
to
leave,
at
this
point
the
best
op.ons
seems
to
be
xx
and
it
looks
like
we
can
rule
out
xxx.
I
suggest
that
the
next
steps
are
xxx.
What
can
we
decide
on
at
this
point?”

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you