Feature

Branch Managers Key to Team Building

By Susan Konig

It’s no secret that many branch managers feel their firms now view them more as “costly overhead” rather than as talented coaches and leaders who can greatly benefit their firms’ bottom lines. And lately it seems more rank-and-file financial advisors have been expressing similar sentiments about branch managers— the very folks they once held in the highest regard, and often even aspired to become one day.

Philip Palaveev, president of Fusion Advisor Network, a national membership organization of leading advisory firms, believes it is something of a “‘chicken-or-the-egg” scenario. “Some advisors believe that BoMs haven’t added much value to their practices,” he says. And conversely, “Some BoMs feel underappreciated and stop trying to as hard to contribute.”

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Top Stories

More Advisors Wearing Investment Management Hat

By Kristen French

As fee-based accounts grow, financial advisors are getting more involved in picking investments. It may seem counter-intuitive, but this gives them more time to bring in new clients and build relationships.

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YIELD OF DREAMS: Son Chronicles Battle With Father For Family’s Firm

By Diana Britton

Family ties run deep, to a certain point. I recently came across a Supreme Court filing against Raymond James Financial Services and Dwight Wanken, a branch manager, that exemplifies the dangers of the family business. The claimant, Chris Wanken, is the branch manager’s son!

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REP READERS WRITE: The Credibility Gap Will Cost You

By Sean Cunniff

Benjamin Franklin once said, “It takes many good deeds to build a good reputation, and only one bad one to lose it.”

Many financial institutions vary greatly in investment advice depending on how a client engages with them, which can create service inconsistencies and reputation problems.

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