Yeah, times are tight. But its not an excuse to ignore the careers, aspirations, goals and hopes of your ‘up-and-coming’ talent. No 25-34 year old up-and-coming talent in your firm is going to peg their future on your ‘good intent’ or talk about their future potential...
Ten years ago I ran a workshop on the topic of “Developing Your Team” (or some topic like that) for a group of about 20 advisers in Queensland all from a large national financial planning group. It was a disaster. I took the view (stupidly in retrospect)...
In a usual week, we receive one unsolicitored CV or enquiry from an aspiring adviser looking for a new advice firm they hope will better progress their career. They’ve read our stuff and figure we can provide introductions to the firms they seek. This week...
“Every adviser knows that if they have to prove that they are worthy of trust, however good may be their arguments, in fact, their trust is gone.” Walter Bagehot (1826-1877). English social scientist and literary critic, editor of The Economist. Regardless of whether...
In my previous article (Building leverage in your advice firm: Part 1 – Silos and Staffing), I discussed a number of problems that arise from outdated thinking about how best to progress junior talent in an advisory firm. I advocate bringing your junior talent...
I am fascinated by the number of advisory firm principals who still believe the best path forward for junior advisers is in the back room, cutting their teeth on low end clients. If you’re in the business of building an advisory firm, this approach doesn’t make any...