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Meet Jim Tucker: Helping Late Career and Early Career Professionals Avoid the Big Financial Mistake




Wealth advisor, Jim Tucker, is co-founder of Tucker Bria Wealth Strategies, LLC, a wealth advisory firm in Durham, North Carolina. He is a CERTIFIED FINANCIAL PLANNER™ professional and a Chartered Retirement Plans Specialist®. His focus is on both professionals and business owners preparing to retire as well as those  just beginning their careers.

Tucker’s 15 year business career prior to joining the wealth advisory profession makes him uniquely qualified to understand the professional and financial pressures of his clients.

Jim began his business career in finance, working as both a commercial banker, for a regional bank in Washington, DC, as well as an investment banker, for storied investment banking firm, Drexel Burnham Lambert.  He then joined a team to oversee the regional mall real estate investments for a subsidiary of The Prudential.

Born and raised in Pittsburgh, PA, Tucker jumped to the west coast to lead the expansion of privately-held, mall based, specialty retailer, Natural Wonders. Once public, Jim left Natural Wonders and returned to corporate America and the east coast,  joining the North Carolina regional office of the British spirits and food retailing company, Allied Domecq.  Declining a move to the Washington, DC area with Allied Domecq, Jim connected with a Charlotte, NC start-up real estate technology  firm, AvidXchange, which went public in 2021.

Deciding that constant business travel did not suit a father with 2 young children and a wife who also worked, Tucker entered the wealth advisory profession. Initially, he worked for the Wall Street firms of UBS, Smith Barney and Morgan Stanley.  During this time Jim picked up the professional credentials of CERTIFIED FINANCIAL PLANNER™ practitioner and Chartered Retirement Plans Specialist®. However, Tucker was once again drawn to the entrepreneurial side of the business. So, in 2013, he formed Tucker Bria, an independent wealth strategy firm, with longtime friend and fellow competitive swimmer, Patrick Bria.

“The two core  client bases that I enjoy working with and with whom I feel I can add value, are those who are within 10 or 15 of retirement and those early in their career,” says Tucker. “Both groups yearn for financial education and direction, one group to set up their retirement strategy and the other to establish great financial habits to carry them through their life.”

Education has become a driving force of Tucker Bria and Jim’s focus.  Jim is a licensee and instructor for Retirement Planning Today®, an educational course for individuals aged 50-70. Tucker also developed a young adult seminar to educate young professionals on the foundations of a sound financial strategy.

“The reason why I like working with those approaching retirement and individuals beginning their careers is because it’s so important for each group to avoid making the BIG MISTAKE. Each period has a number of decisions which, if not addressed properly, may derail the achievement of their financial, and thus, life goals.”

So, from Tucker’s perspective, financial education is critical to his mission of helping his clients avoid the big mistake.

Jim Tucker, CFP®, CRPS® is a financial advisor located at 3100 Tower Blvd, Suite 117, Durham, NC 27707. He offers securities and advisory services as a Registered Representative and Investment Adviser Representative of Commonwealth Financial Network®, Member FINRA/SIPC, a Registered Investment Adviser. Jim can be reached at 919-381-5780 or at

Rosario is from New York and has worked with leading companies like Microsoft as a copy-writer in the past. Now he spends his time writing for readers of

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The Ultimate Guide to the Essential Social Skills in Business




Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).

Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.

In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.

According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.

There are several key components of EQ that are particularly important for success in the workplace. These include: 

Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.

Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.

Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.

Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.

Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.

A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.

Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.

And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.

In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.


Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.

Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.

Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.

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