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Grow Great People If You Want To Grow A Great Business
by Tony Vidler        It is terribly simplified of course, but if you want to grow a great business then you need to grow some great people at some point in the process.  If we want to learn how to grow great people then it seems a good idea to think about how the people who […]
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The 3 Keys To Attracting Your Successors – and attract the talent
by Tony Vidler        It is one thing to atract talent to your firm, it is quite another to attract successors with the right talent though.  Many financial advisory firms see the need to create leverage and handle their own succession issues through recruiting new advisory talent but struggle to do it successfully.   The main […]
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Being clear about what matters most actually matters most
by Tony Vidler        Sometimes contracts just don’t provide clarity for the people who work for you. And being clear about what matters for them matters more than just about anything else when it comes to getting the best from your people. When you are running a professional services business there is one thing you […]
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sales skills for financial advice
The missing ingredient in professional development: SKILLS
by Tony Vidler        We are awash with recommendations on how to “improve the advice business” and enhance professional developement.  Regulators, politicians, consumer groups, product manufacturers…competing business models that look to bypass advice entirely….all of them are making a lot of noise about how advice delivery can be improved and where professionals involved in the […]
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Are You AND Your People Clear About What YOU Want?
by Tony Vidler        Pretty much everyone running a business hates having to come up with job descriptions for their staff.  Your people hate them too usually.  A statement which may have been correct at a moment in time to describe a role, and the role is subject to constant change…they are pretty much a […]
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Practice Development: The Danger Of Promoting A Competent Adviser
by Tony Vidler        A genuine danger in practice development is promoting a competent adviser to a role which they are unable to perform well in.  In any organisation there is a real risk that a person is encouraged to rise to their level of incompetence.   This is just as true for the self […]
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