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Summary: A majority of employees at advisory firms — both professional and nonprofessional — now receive a combination of base salary and incentive pay, industry studies find. But firms don’t seem to be satisfied with their pay packages and, at my consulting firm, the most highly requested engagement is for designing (or, more commonly, redesigning) incentive compensation.
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Summary: Financial advisers who can help clients with the overwhelming job of caregiving will create tremendous loyalty, a client and "semi-professional patient" told advisers at the NAPFA conference in Salt Lake City on Thursday.
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Summary: Everyone wants an efficient practice. But what most advisors really love is meeting with clients and pursuing business development activities -- not managing the day-to-day operations of the firm.You may want an efficient organization, but you must be willing to take the necessary steps to attain and sustain it. Start by getting a baseline reading of your firm's efficiency. To do so, answer these four questions.
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Summary: When David Rockefeller was chairman and CEO of Chase Manhattan Bank (now part of JPMorgan Chase Bank) he created a strategy he called “management by wandering around.” That is, he would spend as much time as he could actually wandering around the bank’s headquarters talking to employees that he didn’t regularly come in contact with, from receptionists and secretaries to managers and vice presidents.
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Summary: A growing number of certified financial planners are outsourcing administrative tasks and investment management under a strategy they say gives them more time to spend with clients and access to resources resembling what large institutional companies offer. Many advisers say spending more time helping clients plan their lives results in more referrals with fewer marketing dollars spent.
