One of the most famous examples of employee empowerment comes from The Ritz-Carlton. Under former president Horst Schulze, employees were given the authority to spend up to $2,000 to create a memorable guest experience or resolve a guest problem without first seeking a manager’s approval. It’s a great story. But I think sometimes there is

RMD rules are something many financial professionals know—but may not use often enough to remember every detail. Join Advisory Education Partners for Decoding RMD Rules, a live, one-hour webinar designed as a practical refresher for financial advisors, client service professionals, and RIA teams. We’ll revisit RMD deadlines Aggregation rules QCDs Inherited IRAs Common mistakes to

Most advisory firms would say they care deeply about the client experience. But they may be defining that experience too narrowly. The client experience doesn’t begin when the advisor sits down for a meeting. It often begins much earlier: with the first phone call, email, website inquiry, scheduling interaction, or request for information. And it

Building Competency Takes More Than Knowledge Training is often treated as a transfer of information: teach employees what they need to know, give them resources, and expect improved performance.  But knowledge alone doesn’t create competency. At Advisory Education Partners (AEP℠), we believe competency develops through a progression: Knowledge + Practice + Feedback + Application =

Firm leaders often tell me they want employees to “take more ownership.” They want people who identify problems before they become problems, look for ways to improve the business, make good decisions independently, and care about outcomes—not simply complete the tasks assigned to them. In other words, they want stakeholders, not just employees. But there

Hiring a great person doesn’t guarantee they’ll become a great employee. How you train them matters. Unfortunately, many firms unintentionally make new-hire development harder than it needs to be. Here are five common mistakes. 1. Starting with training instead of the role. Managers ask, “What courses should they take?” or “Who should they shadow?” Start

The IRS has proposed changes that could make retirement plan rollovers simpler, faster, and more secure—with less reliance on clients and advisory firm staff to coordinate the process. IRS Notice 2026-49 outlines a more standardized approach emphasizing electronic transfers and direct communication between financial institutions. Nothing changes today, but the proposal provides a useful look

Over the course of my career in financial services, I’ve worked with a lot of talented people and successful firms. I kept seeing the same problem. We bring people into this industry and expect them to figure out far too much on their own. This is especially true for people new to financial services. They

Be specific about roles. When employees don’t know exactly what they’re responsible for, they stop making decisions. Instead, they wait. They ask for permission. They escalate routine issues. They become reactive—not because they lack initiative, but because they’re trying to avoid making the wrong decision. That’s the hidden cost of poor role clarity. Too many

Everyone Gets The Same 24 Hours Some employees consistently meet deadlines, deliver exceptional client service, and remain calm under pressure, while others struggle with time management. The difference usually isn’t intelligence or effort. It’s how they make decisions about their time. Time management is far more than a productivity skill—it is a professional responsibility. Every