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Financial advice business grapples with diversity challenges

From InvestmentNews
Added on January 2014 in Join an RIA
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Summary: While America is only decades away from becoming a minority-majority country, the financial planning industry is still stuck with demographics that are eerily reminiscent of a 1950s sitcom. At 76% male, the industry claims only a slightly higher proportion of women than in police jobs nationwide, according to the Bureau of Justice Statistics. Young people don't fare well either, with more than half of planners topping 50.

Best and worst states for college grads

From InvestmentNews
Added on January 2014 in Join an RIA
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Summary: Recent graduates may want to consider a move to the midwest if they’re looking to get a job. The most recent Fullbridge Program index of College Graduate Employment shows many of those states are the least competitive for getting a job, while the nation’s capital remains the toughest spot to find work.

Making Your Future Happen in 8 Easy Steps

From Think Advisor
Added on January 2014 in Join an RIA
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Summary: Based on a decades worth of research, Angie Herbers shares 25 key foundational questions that must be answered to make an advisor’s career more successful, whether it be working in an existing business, being an owner-advisor or going independent.

Moving Toward Fees

From wealthmanagement.com
Added on December 2013 in Join an RIA
1 visitor like this article | Viewed 6304 times | 0 comment

Summary: Transitioning to a fee-based business has never been easier. And since most clients don’t understand how you get paid anyway, the move is a chance to clear the air and explain your value.

Going Independent? Shed that Wirehouse Mentality

From Financial Advisor IQ
Added on December 2013 in Join an RIA
1 visitor like this article | Viewed 5649 times | 0 comment

Summary: Anyone who has decided to pursue independence after leaving a wirehouse had better be prepared to shed the mentality such institutions foster, experts say. Running a business simply calls for a different set of priorities than those required to thrive within the cozy confines of a megabank.Getting set to manage things — like office overhead, market intelligence, staff development, client care and the technology for pulling it all together — previously supplied by the head office requires constant vigilance and a sound perspective

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