Practice Management Archives - Page 12 of 18

Even Great Advisers Can Use A Coach

by Tony Vidler Great advisers can use a coach. Even great advisers running great practices can use a coach. Pretty bold assertions, right? I mean, after all, we are talking about people who are actually pretty damned good at what they do AND they are good at running the business as well. […]

Getting Strategic Clarity Follows The Same Process As Giving Advice

by Tony Vidler The most important business-building step is having a well-defined strategy, yet strategy is one of the most misunderstood concepts in professional services. It is an area that many advisory firms struggle with, and frequently find themselves without any clearly defined strategy for how they will achieve their business objectives. That is […]

Why Your Staff Fail You

by Tony Vidler It isn’t terribly unusual to find advisers taking on staff and being disappointed reasonably quickly, as the staff fail to deliver quite what the adviser expected or was hoping for…. So why do your people fail you? I don’t believe they do usually….I think we fail them. Let’s […]

Investing Time In Your People Gives Great Returns

by Tony Vidler Professional advisers have never been under more time pressure than they are today, and of all the things they could be investing time in the one which is easiest to defer is investing time in people. Everything is else is more pressing and demanding than a practice leaders own people […]

Professionals Have, And Use, Processes

by Tony Vidler True professionals don’t just HAVE processes, they have processes they use everywhere in their work. All the time. Professionals are in fact process-driven. We need to learn from those professions where the outcome of a poor day on the job is literally life or death. That isn’t generally the case […]

How “personal” should your personal service be?

by Tony Vidler It is our livelihood in many respects, yet one of the vaguest phrases we use is “personal service”. What is a personal service is not necessarily the same as a personalised service, and what is personal to one client may not be deemed a personal service to another. So how […]

The 4 Key Levers That Create Great Capital Value For An Advisory Firm

by Tony Vidler Creating great capital value for a professional services firm is usually one of the owners primary objectives as they more often than not see their business value as a critical part of their own financial independence. Building a profitable business is obviously essential, and it is a more valuable profitable […]

Maybe You Should Stop Selling “Service”

by Tony Vidler Here’s a wild thought for financial services providers: maybe you should stop selling service. Sell your products by all means. Sell advice and the different outcomes it can create. Sell time…but maybe stop selling service. Professionals sell time and knowledge primarily, but with many financial advisers finding they are unable […]

The 3 Elements To Hiring An Adviser Successfully

by Tony Vidler Hiring an adviser to join the team is one of the biggest (and most expensive) steps that any adviser takes in growing their practice. It is expensive in financial terms, in time, and most importantly in energy and stress. Getting it right is soooooo hard….and getting it wrong happens so […]

What You Reward Must Be What You Value, right?

by Tony Vidler Perhaps the greatest challenge for practices wishing to grow their people, profitability and professional standards is determining what you reward. And that’s about what you value. What behaviours you reward must be a reflection of what you really value in your business, right? Why is it that so many firms […]

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