Intro -- Title Page -- Table of Contents -- Preface -- Acknowledgments -- CHAPTER 1: Who Are G2s? -- Defining G2 -- Developing the Next Generation Is Critical -- Just Hiring Them Is Not Enough (But Start There) -- What G2 Professionals Need -- G2s Need to Take Over Client Relationships -- G2s Are the Future -- Notes -- 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 -- Notes -- 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 -- Notes -- CHAPTER 4: Taking Over Client Relationships -- What Is a Lead Advisor? -- Qualities of a Trusted Advisor -- Transitioning the Lead to G2 -- Notes -- 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 -- Notes -- 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 -- Note -- 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 -- Notes -- CHAPTER 8: Managing Up -- Speaking Up -- Getting Involved.
