Christina Mohr is confident that her team can excel at a restructured
“What they’re calling simplification at
Last year,
Mohr, who helms a staff of 150 people, believes that measuring a firm’s value, or an executive’s worth, by staff size is faulty.
“When people think of importance, they tend to think about how many people you manage,” she said.
“It’s frankly an old, male industrial paradigm,” she added. “It’s not necessarily how many people who take orders from you, but how many people you touch and influence.”
Mohr cited instances where other company CEOs have called to share that her advice profoundly changed their prospects. She recalled joining clients and their families at the ringing of the New York Stock Exchange bell at events that have galvanized her 46 years in banking, including 27 at
Dealmaking hit snags during and immediately after the pandemic, Mohr said. Amid
In a challenging time, Mohr advises employees to build commitments with clients, which may not immediately lead to a fat investment fee. Results are measured “not on market share alone,” she said, but events like a client sharing their investment anxieties. It is a cause for celebration when communication lines are open.
“The analytics I can teach, but you need that ability to reach out and understand what another person or company is going through,” Mohr said.
“The key is continuing to focus on why you are here,” she added. “You’re here because you want to work with the client.”
Mohr also chairs
“It does expand the day,” Mohr said. “But this isn’t a nine-to-five job.”
Source: americanbanker.com