Summary: Many advisers are good at math and have a feel for the markets. Most also have a knack for networking and sales. The most successful ones set ambitious goals for themselves and their business. They want to win, and to do right by their clients. But advisers must rely on staff. Leading them well, and keeping them happy, becomes even more important as a practice grows and more tasks need to be delegated. If it grows enough, the adviser may find he or she is also managing other advisers.
 A clear set of responsibilities provides the means to assess how each person is performing, just as it makes sure important work doesn't fall through the cracks. Without that, "you might hear 'I didn't know that was my job."
Matt Matrisian, director of practice management, AssetMark.
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