Chapter 22
Structuring Your Firm as a Well-Oiled Machine
IN THIS CHAPTER
Divvying up the workload by department
Attending to key client development areas
Lightening the workload with client service associates
Delegating administrative tasks
After you make the mental and operational transition into functioning as a financial advisory business, you need to step outside of your practitioner role. Take off your financial advisor hat, and put on your business owner hat. The time has come to staff your business and organize it around the core operations of a financial advisory firm — business development, client service, and administration.
As I explain in Chapter 21, lone wolves handle these three critical aspects by themselves. In this chapter, you find out how to assign roles and delegate responsibilities to other team members.
Organizing people, delegating tasks, coordinating activities, and mentoring less experience financial advisors and employees all require a fluency in professional ...