Practice structure

There is no secret formula but there are some time-tested calculations that can reveal a firm’s productivity, or lack thereof.

What can advisors do to fuel practice growth in 2019? For many, the answer is build an annual business plan. See what a proven process should involve.

A seller’s market means firms will need to adjust pay-raise budgets for 2019. They may also need to increase salary offers to attract the best workers.

Exiting larger firms can result in unique issues that need to be carefully considered.

From public service to operating a craft brewery, planners are keeping busy outside the office.

The decision by Carson Group’s CEO came after a two-year examination of the business revealed some changes that needed to be made.

When faced with a regulatory challenge, advisors can’t be afraid to question authorities.

Macroeconomic trends and matters of convenience will move advisors, assets and markets next year in the ever-changing wealth management space.

The banker involved in a case going before the justices is accused of misrepresenting the financial condition of a client.

The industry risks becoming more of a boy’s club, rather than less of one.

Most people specialize so don’t expect to find a broad range of skills in one person.

These three succession planning scenarios can make a tough decision easier.

Advisors can prune their practices to focus on the most profitable individuals — but it takes more than just time.

Culture is like a garden, it has to be planned and nurtured. Even solo practitioners need to pay attention.

Take a page from sports teams' playbooks — the most successful franchises are true teams working toward a common goal, not just a group of individuals who gather on the field at the same time.

The uncertainly of regulation and their own survival is at the root of advisors’ stress, but there are also some positives of the job.

Planners have a natural incentive to be narrow-minded when it comes to investment opportunities. Sometimes it’s better to look for reasons to selectively say yes.

Before making any changes to the compensation plan, find out what your partners value most. You may be surprised how agreeable they are.

If you want to eventually sell your practice for a big pay day (and not everyone does), aim for annual growth of 15%.

Advisors with 200 to 300 clients over-performed more so than peers with bigger sales territories, according to a new study by LPL and Kehrer Bielan.