The Million-Dollar Financial Services Practice: A Proven System for Becoming a Top Producer Review

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(More customer reviews)I must not have read the same book as the other reviewers or I did not work with Mr. Mullen. I ordered this book looking for great things after reading the other reviews. I was sadly disaapointed. This book could be summmed up on one page.
The what: have 20 years to chase people with at least $250,000 to invest in modern portfolio theory. The How: You accomplish this by contacting 100 prospects (people you have met and would be open to meeting with you again) at least twice a month. Once via a phone call, letter or email. Once via a drop by in person. Raise at least $120 million with an ROA of .8% and you have a $1 million dollar practice. His scripts are very different than the ones on his website and the 15 marketing plans are a joke. For example, Mr. Mullen states that 52% of the millionaires in the US are business owners and he spends 5 pages on a marketing plan with three of the pages scripts. Where is the detailed step by step plan.
Great promise, not much substance.
Save your money and DO NOT BUY THIS BOOK!!!! I would be curious why Mr. Mullen is retired and why Merrill Lynch would let him if he has worked and produced so many great advisors.


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In "The Million-Dollar Financial Services Practice", author David J. Mullen, Jr. reveals how to become a top-producing financial advisor using the method he has taught at Merrill Lynch and is famous for in the industry. This comprehensive book combines marketing, prospecting, sales, and time management techniques into a system that will help readers build a successful and lucrative practice. Containing templates, scripts, letters, and 15 tried-and-true Market Action Plans, this indispensable guide shows readers how to take their financial services practice to the million-dollar level and beyond.

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The First-Time Manager's Guide to Team Building Review

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(More customer reviews)The first time I do things I often feel like a kid trying to work a puzzle wearing mittens. There is so much to do in just getting the basics right that the more refined notions really get in the way more than they help. Yet, so often, the skilled person feels the need to communicate more than the beginner can handle because the information matters. And it does matter, just not the first time you are doing something.
This hand little book helps someone who is new at managing AND new to leading a team the basic information they need to be successful. Gary Topchick helps the reader understand the four basic types of teams there are (really three) and what is different about managing a team than being a member. This is important because teams are participatory and leadership tends to follow the expertise needed at the moment, however there is one person who has to keep things together and moving along.
Topchick also advocate semi-annual team building off-site meetings. These are not for catching up on the project, but are to be devoted to activities to build team rapport and trust. He provides some suggested activities suited to that purpose, as well.
A good, basic book that is well suited to the first time manager trying to get a handle on team management.
Reviewed by Craig Matteson, Ann Arbor, MI


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This new offering from management expert Gary S. Topchik, coauthor of "The First-Time Manager, 5th Ed.", covers the basics of team building, giving novice managers all the activities and information they need to achieve team-building success. From making the transition from team member to team leader, to holding team members accountable, to managing challenging situations and resolving conflict, "The First-Time Manager's Guide to Team Building" shows readers how their own management style can influence how successful their teams become.

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Seeking the Calm in the Storm: Managing Chaos in Your Business Life Review

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(More customer reviews)People are very aware of the need to physically relax, take a vacation, treat yourself to a message - anything to breakup the physical demands of the day. This book is the for the mind - rejuvenation and perspective. A refresher course on how quickly we have transformed from stability in our lives to information overload and around-the-clock access. If you would like to STOP for a moment and apply thoughtful analysis to your workday and find perspective on what's happening to transform our lives - read this book. I have found so many ways to apply what I've read to my business and personal life.

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Managing (Right) for the First Time Review

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(More customer reviews)This short video, by the author, describes where the information in the book comes from, and then he summarizes each chapter. Managing (Right) for the First Time

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Managing (Right) for the First Time is intended as a field guide for first time managers, or for managers who want to begin doing a better job. The author worked closely with 600+ companies and interviewed more than 10,000 employees, then summarized the findings in an interesting and eminently readable form. Read this book and you're likely to understand management and leadership like you never have before, but also learn very practical steps toward becoming a better manager and leader. The book begins with preface and introduction, and then contains 21 digestible chapter, starting with a unique view of the basics and then building to an interesting conclusion. Chapter 1 talks about who managers are and how you become one in real life, since the circumstances for your promotion have a significant bearing on how your management experience unfolds. Chapter 2 examines the various reasons for promotion, explaining the implications of each. Chapter 3 explains the few but critical elements that allow an inspired start as a leader, including (Chapter 4) how to manage your boss effectively so that the two of you can actually get things done. Chapter 5 recounts the early discoveries you'll make, hopefully eliminating many of the surprises that might stunt your growth as a manager. Then Chapter 6 explains that there are not just two kinds of managers (good managers and bad managers), but in fact three kinds: evil managers, those who are managing, and those who are not managing. This chapter alone provides some seminal thinking that is certain to change your management life. Chapter 7 details the process for finding the right employee candidates. Chapter 8 provides a thorough look at how to screen applicants reliably. And chapter 9 provides a checklist style program for integrating employees through their initial orientation and first few weeks on the job. To that end, Chapter 10 lays out some important principles to keep in mind when structuring employee roles. Chapter 11 is perhaps the fulcrum of the book in that it compiles the most important individual elements of managing employees well, followed by a revolutionary approach to performance reviews (Chapter 12) that you might actually enjoy doing! Chapter 13 urges you to move beyond reluctant leadership, followed by a logical next step in Chapter 14: being a leader that your employees want to follow. It's all neatly tied together in Chapter 15, which examines the creating and sustaining of an appropriate culture at your firm or department. Chapter 16 explains the different styles of managing, allowing for the different personality types. Chapter 17 notes the important transitions you'll make over time, particularly if you want to remain effective. And Chapter 18 contains a short but important message for control freak managers. Chapter 19 argues for a more open approach to management, and chapter 20 shares a unique perspective on work/life balance so that your role is sustainable over time. Chapter 21 concludes with some specific suggestions designed to help the managers who follow you. Finally, there's a concluding section with real advice from real managers who were asked to speak to you, the reader, sharing what they wish they had known when they set out on their own journey.

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