Practice management

Before embarking on first or next dance with the regulators, Jennifer Woods Burke, President of CompliGuide provides her thoughts on the top 7 ways that firms sabotage themselves.

Fed up with changes in infrastructure, two veterans with more than two decades at Morgan Stanley move to Ameriprise.

Based on conversations with more than 20,000 professionals, a new white paper proposes five natural starting places where planners can look for members of the 80 million-person-strong Generation Y, which will account for the next generation of financial planning clients.

RBC Wealth Management has snapped up a three-member wealth management team from Merrill Lynch in Colorado.

Former Navy Seal imparts management lessons for business and everyday life.

Since it was formed last year, Citi Private Bank's North America Asian Clients Group has increased its client base by 10percent and its assets under management by over 40 percent.

The use of specific words has lessons for all FAs, according to research unveiled at the Raymond James Financial Institutions Division Management Symposium.

With more and more Baby Boomers living longer and the senior population increasing faster than younger generations, we are entering the age of longevity. It's crucial that advisors help clients plan for this new chapter, said Louise Schroeder, a financial advisor and owner of Personal Financial Solutions, Inc.

Big changes to the continuing education requirements for planners are expected next month following a meeting of the leadership of the CFP Board.

Clients with family members with a special need, be it developmental, physical, cognitive or a mental illness, make up a significant number of clients, but the majority of advisors are not serving them, said Mary Anne Ehlert, a financial advisor and founder of special needs advocacy firm, Protected Tomorrows.

Some people say social media for advisors is a waste of time. Not so for Cathy Curtis, of Curtis Financial Planning, now a division of ClearRock Capital, LLC. Curtis has social media use to thank for the merger.

Before choosing an advisor, Ed Slott believes every client should ask these 10 important questions. (And some top advisors weigh in with their best answers.)

Advisors flock to the Financial Planning Association annual conference to rub shoulders with and learn from peers with big client rosters and multibillion-dollar assets under management. But more than 100 attendees of the nearly 2,000 planners here have a far more modest AUM: zero.

To attract clients, brokerage firms should be offering a mix of in-person as well as online, self-directed investing and retirement planning options, according to a recent report by Aite group.

Financial advisors have a bad reputation with women. Most feel slighted by the industry and see it as catering only to male wealth creators. They resent the assumption that women are disinterested in financial matters, are not good with money, and "should not worry their pretty heads about it." They are dissatisfied customers, who have real economic power. And they are unhappy that the financial services industry does not provide products and services to meet their needs

The Salentica Advisor Desk with the Schwab OpenView Gateway is a platform for independent investment advisors to access real-time information on their clients' financial holdings through the Salentica CRM solution.

Are you the financial advisor who has been with the same broker-dealer for your entire career? You keep your head down, take great care of your clients and get along with everyone. Chances are, if you are this person, change doesn't come easy for you. You have habits that have been with you for years. There isn't anything wrong with having loyalty toward the people you love, family and friends. The issue often arises when you have that same loyalty toward an employer or firm you work with.

From New York and Chicago to London and Hong Kong, there are plenty of locations to launch a new financial firm. But where should aspiring entrepreneurs begin?

Some planners, especially those with established practices, may not think it's worth it to cultivate Generation Y clients because they are young. But, a new white paper suggests, that the ramp-up years may be the perfect time to build a new Gen Y clientele.

Most advisors are accustomed to the idea that, for the sake of growth and development, it's important to think of their practice as a business. But, many forget that this makes them the CEO and requires a particular mindset.