Clearly defined team roles are key to the ongoing success of the business and client experience. It’s not easy though and often involves changes to the advisor’s own role, too.
Most advisors want to grow their firm – but few have a memorable and easily repeatable unique value proposition to support their prospecting efforts. Nine key words can make a real difference.
Many advisors today are operating on a team basis. But creating an effective team isn’t always a slam dunk. Whether you’re re-engineering an existing team or creating a new one, read on for important aspects to consider.
As clients, advisors, and regulations evolve, a dedicated eye toward delivering an optimized client experience and portfolio will benefit advisors who execute at the highest levels.
For advisors attempting to deepen their relationship with women clients and prospects, an event tailored to women may make a big difference.
This is the third in our series of posts focusing on the four pillars of a sustainable advisory business in response to the DOL’s new “fiduciary” rule and other factors shifting the competitive landscape for advisors. In this post, we focus on the importance of advisors documenting their key processes.
The DOL’s new “fiduciary” rule is just the latest factor shifting the competitive landscape for advisors. Advisors who embrace the necessary changes as a result of the final DOL proposal—by streamlining their set of products – are likely to achieve the greatest degree of success in a post-DOL world.