It was the best of times (helping clients), it was the worst of times (doing administrative work). It’s those bad days – those “time suck” days, doing the stuff that has to be done – when you think to yourself: There has to be a better way. And there actually is.
Growing an advisory business is no small task. And any time you spend NOT doing that, is time that you may not be investing in the wisest way possible.
You’ve seen those commercials: “Have you been injured in an accident?” Now imagine the ones that could come out after the DOL Rule goes into effect: “Have you been ‘injured’ by an advisor unable to justify their fiduciary role?” The advisory businesses that are prepared to defend their processes may never actually have to (defend them, that is).
Millennials are notorious for jumping from job to job. Keep your best millennial employees – who could be the future of your business – by giving them compelling reasons to stay. (And this might surprise you, but I’m not talking about perks.)
Grandfathering clauses allow exemptions from the provisions of a new rule/law. And while such a clause was good news for 18-20 year olds in Washington, D.C. when the drinking age got raised to 21, it’s hardly celebratory for advisors dealing with the DOL Rule. (Although it may drive you to drink – because you’re just putting off an inevitable BIC exemption.)
It’s September – the most wonderful time of the year, according to some parents of school-age children. But “back to school” is also a great time for advisors. You can educate yourself or your clients (or both) – which can ultimately strengthen your relationships with clients.
To be truly engaged at work you should be present in all things physical, emotional and cognitive. It sounds a little tiring, honestly. In her guest post, Julie Littlechild of Absolute Engagement, acknowledges that it’s difficult to get there, but she also assures that it’s equally as rewarding. This is the 5-step process that can lead to better performance.
Going with your gut may help you make some business decisions, but unless you’ve got solid experience in interviewing candidates, your “gut check” hire might end up being a thorn in your side. Today’s guest post is from Amy Kizer, managing partner of TalentLink Solutions. Her advice is to balance your “gut feelings” about a candidate with actual data.
Let’s face it – advisors who sell, grow. But that can be easier said than done, especially if you’re 1) a seasoned advisor whose selling skills are a bit rusty or 2) a less experienced advisor who never had to cut your teeth at a wire house or insurance agency. To begin cultivating an environment best suited for growth, you need to ask (and answer) the right questions first.
Every summer, we welcome several interns to our sales and solutions teams – and every summer, we’re glad we did. They offer fresh perspectives, a lot of energy, and some fantastic ideas. Today, two of our interns make a case for why hiring interns is a winning approach for your practice.