If you’re like most working adults — or simply a part of the human race — 2020 has been tiring. It has challenged our resilience and our relationships, thrown a wrench in our daily routines and depleted our excitement, both at home and in the office. Throw in the recent drama surrounding the presidential election, and I’m sure you’ll agree that our energy and patience are wearing thin. There’s good news, however.
Even in tough years, there are so many things to be thankful for — so many silver linings and lessons that can be learned from the exhaustion. Believe it or not, challenging times have a way of drawing out the aspects of life we appreciate. Times like these can push us to reexamine what we’re doing, where we’re heading and why we choose to pursue the things we do. The holiday season has a way of grounding us. So if you’re feeling lost, lethargic or just are generally lacking the drive to make the most of the remainder of this year, here are three things I think every adviser should consider to make the most of their end-of-year planning.
The end of the year often brings with it a contemplative state that pushes you, especially as a business owner, to think about what has gone well and what hasn’t. Embrace the space to do this. Take a Friday afternoon in the next month to reflect on the following:
If you don’t know where you’re going, how can you press ahead with purpose? That’s precisely why we take our advisers through The Blueprinting Process — an in-depth exercise we’ve led thousands of advisers through, one that's designed to help them discover their purpose and lead with passion. A few quick-hitting questions that I believe every adviser should be asking themselves every year toward the end of the year:
Assuming you’ve taken considerable time to address No. 1 and No. 2 above, you must clearly articulate your vision to your team. Without sharing or giving your team an environment to buy in to what you believe, you can’t gain any meaningful traction in the year ahead. Come to the table prepared.
Host a full-day team retreat to discuss what you’ve learned, and let others provide their input and perspective. Touch on topics like:
If done correctly, this retreat for the team can be a defining moment in strengthening the culture and focus of the firm.
I’ve recycled my way through this process every year since 1983, in good years and rough years alike. Never underestimate your need to re-center yourself, your priorities and your vision. There couldn’t be a more urgent priority as we close out the year, or a more necessary one to secure a solid footing for your firm’s future.
Ron Carson is CEO and founder of Carson Group, which serves advisers and investors through its businesses: Carson Group Coaching, Carson Group Partners and Carson Wealth. Follow him @RCHusker.
RIA aggregator adds $4.8 billion in client assets across seven states as demand grows for alternatives to traditional succession models.
As technical expertise becomes increasingly commoditized, advisors who can integrate strategy, relationships, and specialized expertise into a cohesive client experience will define the next era of wealth management
Shareholder targets FS KKR Capital's directors over alleged portfolio valuation and dividend missteps.
UBS has a history of costly litigation stemming from the sale of volatile investment products.
New director David Woodcock puts firms on notice over fees, conflicts, and liquidity risk as private credit shows signs of stress.
As technical expertise becomes increasingly commoditized, advisors who can integrate strategy, relationships, and specialized expertise into a cohesive client experience will define the next era of wealth management
Growth may get the headlines, but in my experience, longevity is earned through structure, culture, and discipline
