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And while there is never a guarantee that the goals set for the firm are appropriate or achievable, advisors typically know what they can achieve based on historical performance.
Under each goal, he outlines the specific activities that must be executed to achieve that goal.
He then assigns a staff member in the firm to be the “owner” of those activities, essentially creating accountability and an easier method of tracking results. If it is simple math like 10 new clients averaging 1M each, then that is a pretty measurable goal.
”“I had completed a five-year plan three years ago but never kept up with it.”The reality is that a business plan need not be too in depth or take up much time.
A simple business plan can be just two pages long, provided that it’s focused on specific goals.
The strength in the plan is not the plan itself, but the process and the practice of documenting goals and then revisiting them.
Financial advisors should check in on their goals at least twice a year: once at the end of the calendar year to assess what they have achieved, then again at mid-year (now) to ensure they are on track to meet their goals.
A financial advisor can break that down into quarters and then track the success of that goal.
A client satisfaction goal could be to have at least 90% of your A and B clients respond in a survey that they are “very satisfied” or “extremely satisfied.” Here are some common metrics that financial advisors use to measure success: If you are uncertain on how to put a business plan in place, there are many tools available to help.
At Private Advisor Group, we have leveraged Acti Fi’s Client Engagement Program with our advisors.
PAG advisors who have adopted this methodology and technology have seen a growth opportunity of 35% uncovered.