The financial planning profession attracts people who want to help others. This is why candidates seeking client-facing roles regularly cite getting involved in the client meetings as one of their top career priorities. 

However, some firms are hesitant to involve newer and less experienced planners with their clients… which is understandable in the spirit of wanting to protect revenue in the near term (what if the new planner loses the client!?), but can lead to recruiting, development and retention struggles that ultimately impair revenue growth in the long run (if the firm can’t attract and retain talent, eventually revenue growth will hit a ceiling at capacity). 

Conversely, when a new planner is able to work with clients early on, the clock starts sooner for skill building, which generates confidence, and further longer-term buy-in since it is more difficult for planners to leave if they have a connection with the clients. While the firm sets itself on the pathway to truly expand capacity.

Here is a sample guide to help integrate your newer planner into client meetings effectively. 

Step 1 - Identify a few clients who have straightforward situations and are easier to work with personality wise, and have your new planner start working with you in your interactions with the client. 

In other words, if you have fears that your new planner may do something wrong that will impair a client relationship, you can start with the easiest clients to be safe.

Here is how a senior planner introduced me to their client base after I was recently hired:

“I would also like to introduce our new associate planner, Caleb Brown. He came highly recommended by several nationally-recognized financial planners. Caleb is a graduate of Texas Tech University and holds a bachelor's degree in Personal Financial Planning.  In July, he sat for the CFP® Certification exam and passed the exam on his first attempt. Caleb will be focused on bringing you the highest level of service.”

Even though I did not have any experience and much to offer, the clients knew I was going to be involved because of the way the firm positioned me. 

Step 2 - When the clients call or email with questions or requests, have your new planner develop a draft response, you review it, and have them send while copying you to keep you in the loop. This way, nothing goes out to clients without your eyes on it, but you set your new planner up for success in the eyes of the client so trust in the new planner is being developed.

One time, early in my career a client emailed asking for a referral to a roofing company so I did all of the research, called a few firms to vet out their service and experience, then called the client and walked them through it. After that, they would rarely ask to talk to the senior advisor, because they now saw me as a solution-provider, which freed him up to bring in several other larger clients! 

Step 3 - Have your new planner develop the client’s plan or plan update, you review it together with them, and have your new planner present a portion of it in the client meeting. One idea is to have your new planner go over the client’s cash flow since they built the plan, they should know the client’s situation. This builds confidence for them to work up to other technical areas like investments, insurance, tax, and retirement, etc. 

Step 4 - Your new planner should be doing a majority of the post meeting follow up as well. Even if they are not taking notes, have them review your AI notetaker output, ensure all of the to-do items that were discussed are in motion, and have them send (or at least draft for your review) the meeting follow-up email to the client. 

Step 5 - Debrief after every meeting, call, etc., because the things you do naturally are great learning experiences for newer planners. This gives them a chance to ask questions and you to share why you said certain things a particular way to one client, but adjusted your style with another client.  

I remember in my very first client meeting, the senior advisor asked me before saying anything else “if I would have done anything differently.” I remembered thinking I am in the right place for learning, growing and mentoring. 

Here is a meeting debriefing checklist:

• What went well?
• What was difficult?
• What questions emerged?
• Why certain recommendations were framed a specific way?
• What emotional cues from clients were present?
• Areas for improvement?

Firms that intentionally integrate new planners into client meetings create stronger businesses over time. Because they can develop advisors faster, which reduces owner dependency, diversifies succession planning opportunities, strengthens firm culture, increases retention, and builds more scalable and valuable businesses. 

This process will not happen overnight though, and can take years to fully work through, but the more reps your new planner can observe and practice, the faster they will be able to take clients off of your plate (assuming that is your goal) and expand the firm’s capacity for growth. Communicate this structure to your team and your clients. When expectations are clear, transitions feel intentional rather than reactive.

We hope this was helpful in terms of figuring out how and where to start newer planners out in client relationships in your firm. 

Here is a link to a recent Kitces and Carl episode for further discussion on training new planners and integrating them into client meetings. 

Contact us at info@newplannerrecruiting.com if you have any questions or don't hire very often and would like us to help with your next financial planner hire.  

Caleb and the New Planner Recruiting Team*

*AI-assisted