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Summary: High performing teams are committed to aligning each employee’s natural skills and interests with their responsibilities. By doing this, they have the potential to put a leader in every chair of the organization. Not a people manager but a leader—someone who embraces their role and the responsibilities that come with it.
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Summary: Technology can sometimes be as much an encumbrance to a firm as it can be an asset. An implementation can take more hours than expected, a software update can break a process that had been working seamlessly, or a webinar audio can drop during the most important section of a presentation.
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Summary: Financial advisors who start their own firms, like so many other entrepreneurs, are driven by a vision of how clients should be served, and then build a business to deliver those services. If the vision is a good reflection of what people really do want, and is well executed, the business is rewarded with success and growth.
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Summary: The success of your business is largely in the hands of the people who work for you, and the relationship you and your team have with your clients is in essence your business’ secret sauce. It follows then that one of the most important decisions you can make — a decision that has lasting impact on the long-term success of your business — is who you choose to hire.
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Summary: As we draw closer to the effective date of the Labor Department’s fiduciary rule in April, I’m astonished at how the nitty-gritty aspects of complying with the rule—such as how to define a client’s best interest, and which actions are considered conflicts of interest—are distracting from the bigger picture.
