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When good people make bad decisions
Recent misconduct cases, including Shield and First Guardian, have once again brought attention to challenges within the financial advice profession. Whether it's inappropriate sales tactics, inadequate due diligence, misrepresentations to clients or more serious breaches of trust, these cases taint the reputation of so…
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What's the incentive to become an adviser?
At Striver, we talk to new entrants to the profession every day. How do we go about making financial planning a compelling career proposition? In this video, I explain how we do it.
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Uncovering a blind spot with just three questions
I like to think of myself as "considered" rather than stubborn (although my husband might tell you it’s the same thing). Give me a new idea, and I’ll mull it over before I’m ready to change my mind. Two years ago, our business coach asked me a question that made me squirm: “What does it cost the business – in time, money,…
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Why I strongly suggest you take on a PY adviser
When I first became an adviser, I was young, naive, overconfident and generally had no idea what I was doing. I’d spent many years as a senior paraplanner at a large practice with advisers specialising in all areas. And during those years, I’d developed enough knowledge that I figured, “Well, if they can do it, why can’t…
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When the engine stalls
My career began in the back office, which seems to be the norm when progressing through the ranks of a financial planning firm. The years I spent in this role gave me a good guide on how things should be done – from the ground up. The back office is called the engine room for a good reason; without it, we would stall. I…
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Reclaim capacity without blowing everything up
Somewhere between onboarding your last hire and rewriting your third process doc, your People Plan lost steam. Or maybe it never really had any. It’s not that your team isn’t good – they are. It’s just that right now, everything feels a bit too reactive. Advice is still going out the door, but not without a few too many…
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Reclaim capacity without blowing everything up
Somewhere between onboarding your last hire and rewriting your third process doc, your People Plan lost steam. Or maybe it never really had any. It’s not that your team isn’t good – they are. It’s just that right now, everything feels a bit too reactive. Advice is still going out the door, but not without a few too many…
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The motivation to sell
If you’re considering buying an advisory practice, it’s important to gain an insight into why the seller is interested in selling. To gain any such understanding, we will provide the buyer with useful pointers as to how they should proceed and how any potential transaction could be structured. A mutually beneficial, “fair…
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Why you need your culture on a page
The Australian advice landscape has undergone significant consolidation in recent years – and given the rising cost of providing financial advice, we can expect even more opportunities for merger and acquisition (M&A) activity. This M&A activity sometimes occurs among licensees or advice practices; in other cases, private…
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Winning the talent game
Asking practices to share their people plan with us often results in blank stares, nervous laughter or a quick subject change. Is it because the term "people plan" sounds too corporate for smaller teams? Too warm and fuzzy, without enough action and results? Or maybe it just sounds like another document that’ll get written…