The Glass  Hammer, one of my favorite  blogs for women in business, posted a great article last week with tips  on personal finance for executive women. It was contributed by Myra  Salzer, author of Inheritor’s Sherpa and Living Richly: Seizing the  Potential of Inherited Wealth. You can find a snippet below. (Keep the  awesome content coming!)
1. First – secure your “nut.”  There is a quick and easy way to calculate whether or not you have inherited  enough to have your “nut” secure already. Can you comfortably live  on one fortieth of your inheritance? For example, let’s say you inherited  $10 million. $10 million divided by 40 equals $250,000. If all your  needs and wants would be met on $250,000 per year (after taxes and adjusting  for inflation) then your “nut” is secure. All you need to do is  invest in a manner that keeps up with inflation and spending. Of course,  you’ll miss out on the next hot IPO (initial public offering) and  you will never again enjoy cocktail-party bragging rights boasting about  your latest venture. But you will be secure.
2. Then – find an investment management  firm whose intractable systematic approach is wealth preservation. (We  recommend independent registered investment advisory firms that don’t  sell any products and who are not associated with any brokerage houses  or broker dealers.) Remember, you don’t need to make a killing in  the markets when your “nut” is secure. You need only avoid losses.  This isn’t nearly as easy to accomplish as it was for Grandmother,  but it is doable. Find someone with a global perspective whose analysis  goes beyond the scope of modern portfolio theory and CFA (certified  financial analyst) curriculum.
3. Make sure your investment manager  is a fiduciary, a person or firm whose legal obligation is first to  you, above all else. If the management firm is, for example, a public  company, the managers’ first obligation is to the firm’s shareholders,  so they cannot possibly be fiduciaries. Demand that the manager agrees  to a fiduciary contract.
 








