Client relations

Evacuating floodwaters with his pregnant wife, two children and a “very angry cat,” an advisor gets a personal reminder that the people he serves are a lot more than just names and numbers.

The founders of today’s most successful advisory firms won’t change because of an “invisible scar,” says columnist Bob Veres.

A primer on characteristics that enable advisors to build a successful practice that entails very little marketing.

The company spent $77 million on technology last year, but difficult changes lie ahead.

How an advisor's blog about the Piano Man reaped a $14,000 Social Security payday for her client.

You set out to be an advisor, not an administrator, so you are not alone if you are struggling to get your team to deliver outstanding results. Here are three steps to build a better team.

The season isn’t over yet ― check out these reading recommendations from the C-suite.

For any advisor caught in trying circumstances, it's natural to feel upset. But there's a constructive way to respond to challenges.

After Sept. 11, 2001, one planner resolved to use his skills as a CFP to assist affected families pro bono and he rallied others to his cause.

As daunting as creating a transition strategy seems, the sooner advisers start the more successful it is likely to be. Here are some tools to start the process.

These works of nonfiction and fiction can provide inspiration for better practice management and client services.

To give great guidance to clients, focus on removing noise and bias rather than trying to be all things to all clients.

Here are ways to help your high-net-worth clientele invest in exotic categories safely and wisely.

How one planner’s pro bono work changed how she approached teaching her children about financial matters.

There are ways to prompt a more accurate “risk answer.” Instead of framing losses as a percent, use dollar terms to drive the point home.

Family dynamics can muddy an otherwise clear situation.

Firms need to deliver value differently in a changing industry, a Fidelity study found.

“He became very unreasonable.” It soon backfired when adviser Michael Martin bowed to pressure from a client to take on his father-in-law.

New research suggests we’re hardwired to crave substantial liquid reserves, but advisers can blunt it — if not outright quench it.

Advances in technology and better informed clients are forcing firms to adapt their strategies to a changed business environment.