TAILIEUCHUNG - Practice Made Perfect 13

Practice Made Perfect 13 is the ideal opportunity to spend quality time with the best financial-advisory business consultants in the country. You get tips, tools, and worksheets to ensure that you can manage your practice to become the business success you want it to be. This book will be your new best friend—guaranteed | 98 Practice Made Perfect pensation was a factor in their deciding to leave though the typical adviser believes money is the only reason people leave their firm. When you consider that the primary reasons to hire staff in the first place is to create better leverage and delegate the work you re not particularly skilled at or interested in then employee perceptions about lack of challenge are especially jarring. Firms that have high retention rates among valued employees do several things well They have a management team that is aligned and cohesive and has a shared focus. They have the right people in the right jobs. They maximize leadership strengths and focus resources on strategic priorities. They have an organizational structure that s efficient productive and leverageable while enhancing growth and supporting current business operations. They link business goals to position responsibilities performance metrics and reward systems. They emphasize teamwork accountability and commonality. They attract retain develop and reward talents. They celebrate successes. Managing Culture Organizational culture is one of those soft and squishy concepts that make financial-advisers-turned-business-managers queasy. It s also one of the primary drivers of staff satisfaction and staff turnover. It boils down to answering the question What s it like to work here When it s working well the culture is the key element that holds the organization together gives everyone a common identity and drives commitment and behavior. The keys to managing culture are Knowing what the current culture is getting feedback Knowing what the future culture should be Clearly defining and communicating both Being prepared to commit to a lengthy process of change Tying all factors and functions together Continually monitoring Ensuring that change is valued The Care and Preening of Staff Professional Development 99 Managing Difficult People The downside of growing your business is that you have more people

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