In our experience, most firm owners are inclined to talk about a new comp structure and get input before they decide on what possible revisions will look like. This practice is a mistake.
Ask yourself if you really want to grow your business. The rate at which you change equals the rate at which you grow. If you are not evolving and changing each day, growing your advisory firm becomes harder than it needs to be. Embrace the change within your firm and reinvent yourself every chance you get. Here’s how.
Forget what you hear about fancy systems that claim to gain you more time. The best time you can spend is committing to your decisions, communicating better with others and surrounding yourself with people who can help you. There is no need to build your business alone.
To many advisory firm owners spend to much time managing people, focus on leading instead. Here are the differences.
In the advisory business, conflicts can arise from financial institutions getting into consulting. It’s worth asking questions about these relationships and how these consultants are compensated.