Practice management

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

Securities America adds 10 advisors in the second recent poach by a Ladenburg Thalmann firm.

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

Dan Rothenberg of UBS says it's given his team an "easier hurdle to be beat rather than a benchmark."

Managers can use these methods encourage employees to work together, according to columnist John J. Bowen, Jr.

Risk alert: The agency expects advisors to follow these steps.

It may be time to update your salary strategy to encourage better performance and attract promising job candidates.

"You know the industry that we're in, it's very much word-of-mouth," says Morgan Stanley's Fulvio Urbinati.

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

The Northeast prevails, but there's a surprise in the rankings revealed by this interactive infographic.

Merrill Lynch's Dane Runia says he avoids outsourcing too much.

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.

Recognize that you can't do it all by yourself, says Morgan Stanley's Mihir Patel.

The independent advisor will retain branding rights and full autonomy.

The country’s sixth-largest IBD is shifting its management ranks in a change prompted by the fiduciary rule.

Will young RIAs lead the profession’s second uprising against the established status quo?

"At least 50% of our assets are three generations or more," explains Bob White of HighTower.

Casting a wider net for prospects is a classic case of mistaking motion for progress.

"I probably spent the first three years in the business not opening my mouth with clients and just learning from him," says J.R. Gondeck of HighTower.