Merrill Lynch Built a System That Used Young Brokers—And Called It Mentorship
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Show Notes
In 1997, I was a new broker at Merrill Lynch with $10–15 million raised, but management pressured me to join a team. I watched how that model worked: junior brokers gave up their books and ended up doing all the work while senior partners took the credit—and the commissions. They stopped prospecting, stopped growing, and eventually got pushed out. I saw a system that rewarded the wrong things and punished effort. I made a vow then: I wouldn't play that game.
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