Blog

In all parts of life, failing is part of learning and growing. In an effort to prevent mistakes, though, some owners closely guard client communication, restrict responsibility, and proactively intervene before anything “bad” happens.  While well-intentioned, this approach slows development dramatically. New planners become observers instead of decision-makers. They gain theoretical understanding but lack practical confidence. The fastest way to build a competent, confident new planner is to ...

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Most RIA firm owners we talk to genuinely want to develop their newer planners. They talk about mentorship, career paths, and “growing the next generation.” Yet many of those same firms unknowingly create a ceiling that new planners can’t break through—no matter how motivated or capable they are. The Hidden Bottleneck in Growing RIAs In the early years of a new business, owner involvement in everything makes sense. You’re the rainmaker, the lead advisor, the investment decision-maker, and ...

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“Gratitude is the greatest of virtues and the parent of all the others.” Cicero Our relationships with people in our lives matter the most, but are often the most neglected.  When was the last time you expressed your gratitude to someone? It may come naturally for you in terms of your clients, such as sending end-of-year thank-you letters to go out to all of your clients, expressing how grateful you are for them and how you wouldn’t have the business you have if it weren’t for them, ...

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For many firm owners, the first hire is a milestone that signals real growth, the moment your firm isn’t reliant on you to do everything. It’s also one of the riskiest inflection points in your entrepreneurial journey.  The right first employee can multiply your impact, deepen client relationships, and free you to focus on business development. The wrong one can add cost, complexity, and frustration.  Here’s how owners can approach this critical step with clarity and confidence. 1. ...

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Hiring the right talent is only part of the equation for a successful, productive long-term hire. In many cases, new employees are hired months before their actual start date due to notice periods, relocation, waiting on incentive compensation payouts, or personal timing.  This gap between when the job offer is accepted, and when the new team member actually starts, presents both challenges and opportunities. Without a thoughtful approach, momentum can be lost and enthusiasm may fade after ...

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To stay ahead, a typical rule of thumb for growing firms (also depends on how fast growth rate is) is to start the hiring process when they reach 80% capacity, and firms that are not growing need to start the hiring process when they reach 100% of capacity.  Hiring the right people and at the right time can catapult your firm’s growth like nothing else. The historical average for recruiting a new employee is about 90 days; it could be quicker or take much longer, but generally, you should ...

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You have all seen the headlines that highlight the future projected shortage of financial advisors. Some more closely align with other channels, mostly the sales side of the profession and are commissioned and released to gain clicks for advertising purposes, but not all should be ignored.  The firms that will continue to grow and win market share have a deliberate talent pipeline program. Here are some dos and don’ts for your firm when setting out to plan and build your talent ...

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When a job posting goes live and days or weeks pass without a qualified application, it’s more than just frustrating—it’s a red flag. The talent is out there and people are looking to enter the profession, but if your job post isn't attracting applicants, it may be time to reassess your strategy.  Here are five actionable steps employers can take to boost response and attract the right candidates. 1. Evaluate the Job Description The first step is to take a hard look at the job post itself. ...

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As the financial planning profession grows and evolves, some firm owners are increasingly recognizing the value of bringing in interns. A well-structured internship program not only provides meaningful experience for aspiring planners but also helps firm owners build a pipeline of future talent, delegate meaningful work to save themselves time and become more efficient, and contribute to the profession's long-term strength.  However, an effective internship doesn’t happen by accident—it ...

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Since almost all of Generation Z (born roughly between 1995 and 2010), the generation after Millenials, are graduating from high school and college and will soon be starting work in your firms, or may be working in your firm already, we thought it would be helpful to share some observations of this generation, and how you can set them up for success while maximizing productivity in your advisory firm. Prioritize Clear Communication and Feedback Gen Z workers value direct, honest communication. ...

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In many organizations, there’s often that one “rockstar” employee: the high performer who delivers exceptional results, exceeds targets, and often becomes the go-to person in high-stakes situations. But what happens when that rockstar comes with, or develops a toxic attitude? They may be brilliant, but they’re disruptive, difficult to work with, or create tension within the team.  Managing a toxic rockstar is one of the toughest challenges a leader can face — but it’s one that must be handled ...

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When recruiting you need to strive to offer the candidate the best experience possible, even if they are not selected for a role at your firm. The recruitment process is a two-way street. Just as employers evaluate candidates to find the best fit for their organization, candidates evaluate employers to determine if the role aligns with their goals and values.  One of the most debated aspects of this process is whether employers should provide feedback to candidates who are not selected. While ...

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