Displaying items by tag: client management

Clients often face unexpected personal setbacks, and advisors should be prepared to offer support without overstepping. Asking thoughtful, respectful questions during reviews can help uncover early warning signs, such as increased withdrawals or halted contributions. 

If something feels off, gently probing with intuitive questions that may reveal issues like family medical concerns or caregiving challenges. When a problem surfaces, framing it with empathy and context, like noting how common it is, can make clients feel less isolated and more receptive. 

It is crucial to gauge whether the client welcomes involvement or views it as intrusive; their response should guide your next steps. 

Finsum: Being present during hard times, not just the good ones, is what builds lasting trust and loyalty.

Only about 6% of advisors planning to retire within the next ten years have a fully documented succession plan in place. While most first‑generation (G1) advisors express confidence about their transition, many feel reluctant to relinquish control, with 58% admitting they struggle to hand over leadership functions.

 On the other hand, successors (G2 advisors) often report uncertainty about timelines and compensation, and roughly one in three say they would consider leaving if the succession path remains vague. 

To bridge the gap, the study identifies three pillars essential for successful transitions: transparency, training, and tangible, documented leadership plans. Equity incentives also matter: fewer than half of G1 advisors have transferred any ownership stake, which fuels G2 turnover risk when their compensation lacks clarity. 

Finsum: Ultimately, without structured alignment between retiring firm owners and their successors, firms face elevated risks of client attrition, fractured continuity, and erosion of enterprise value.

The U.S. wealth management industry enters 2025 with strong fundamentals and surging demand for advice as Americans accumulate more wealth and face increasingly complex financial decisions. Over the past decade, revenue from fee-based advisory relationships has grown significantly, and the number of human-advised relationships is projected to rise by as much as 34% by 2034. 

However, a looming shortage of advisors—an estimated gap of 100,000 by 2034—threatens the industry’s ability to keep pace, prompting firms to modernize operating models, leverage AI for productivity, and intensify recruitment efforts. Amid this talent crunch, advisor transitions will become more common, and ensuring continuity in client service will hinge on robust recordkeeping practices, including detailed CRM usage and clear documentation of financial plans and client preferences. 

Properly managed data is not just a regulatory requirement—it also allows new advisors to step in seamlessly and sustain trust when client relationships change hands. As firms evolve, the combination of human guidance, well-preserved institutional knowledge, and tech-driven scalability will be critical to supporting the next generation of clients.

Finsum: Leveraging technology to optimize your transition will be key for both new advisors and clients. 

When an advisor leaves and their accounts are reassigned to you, the transition requires sensitivity, strategy, and respect for the client relationship that preceded you. These clients may have had deep trust in their former advisor, and any attempt to immediately assert control or change how things are done can damage the relationship before it begins. 

Instead of declaring, “You’re my client now,” approach them as if they were newly referred—someone you're hoping to earn, not inherit. Start by learning as much as possible about the client’s history, goals, and preferences, using CRM notes and internal records to guide your outreach. 

By demonstrating empathy, professionalism, and a genuine interest in the client’s well-being, you can build trust over time and help ensure they choose to stay with the firm—not because they have to, but because they want to.

Finsum: In your first meeting, listen more than you speak, focus on continuity, and resist any urge to immediately pitch new products.

When evaluating a potential move to a new broker-dealer, it’s important to clarify key factors that will impact your control, income stability, and long-term success. 

1. For instance, understanding who owns the client relationships affects your future ability to manage your book of business. 
2. Frequent changes to the financial advisor compensation plan may signal instability, so reviewing their track record can help protect your income. 
3. Investigate how many practices the broker-dealer has attracted recently and why, as this reflects both its appeal and integration support. 
4. Assess how successful previous advisors have been at transferring their assets, since this can impact your business continuity. 
5. Leadership matters too—long-tenured CEOs often point to organizational stability and a consistent vision. 

Finsum: Also, recent enhancements to the advisor platform to see whether the broker-dealer is investing in tools that will genuinely support and grow your practice.