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Summary:Below are seven statements from our "Best Places to Work for Financial Advisers" employee engagement survey where staff at small independent advisory firms (15-29 headcount) were more likely to agree, rating their organization more positively, than staff at larger firms (50+ headcount). Agreement rates are high overall — these are winning firms, after all — but variances, even at such lofty levels of positive perception, can point to winning advantages for firms in growth mode.
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Summary:It’s an annual ritual for our firm: We gather the team together and take a long, hard look at what transpired over the previous 12 months. Working together, we examine deals both large and small, dissect the headlines, hearsay and study the players—all resulting in an annual report that we make available to professionals in the wealth management industry.
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Summary: Teaming up with other advisers or practitioners — like attorneys, estate planners and accountants — offers compelling benefits to financial advisers, in the form of broader specialization, attraction and retention of more clients.
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Summary: The vast majority of financial advisors are failing to plan for their firm’s future – only 27% have a formal documented plan, a recent Financial Planning Association study reveals. Despite most advisors understanding the risks of not having a succession plan, the rate of planning remains largely unchanged from the reported 28% in 2015, the study finds.
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Summary: My consulting business has the exact opposite problem of most independent advisory businesses. In my business, I tend to spend more time on the business — thinking about new ways to help advisory firm owners and how to get that information out to more of them — than I do working in my business.
