One of the biggest reasons why families of wealth leave a firm is not due so much to the money managers, personal bankers, or others on the team, as it has to do with their “relational manager.” Relational managers seem to talk a lot but their words do not really go anywhere. In one meeting I had years ago, our relational manager couldn’t even answer any questions relating to anything financial. Many times these individuals have zero economic education, much less real people skills. They may think they know what to say and how to say it; always cordial, but often clueless. If a relational manager cannot answer simple questions or stick to an agenda or if all they want to do is to entertain you in some manner, then they most likely will not be the right fit for you; even if their team is solid. Why? Because at the end of the day, for some strange industry inside protocol, you must go through them to get to anyone else on the financial team. The same is often true in the world of philanthropy, whereby the key development officer may do more harm and damage with donor relations than the executive director or chairperson of the board. Leadership within teams both in the financial sector and the nonprofit sector really need to evaluate what is working and what is not and why.