We have a lot to reflect on this year. Here’s what I’d like to see more and less of in 2021.

I’ve distilled what advisors have found most helpful into two critical, research-based, actionable lessons.

I divide advisors I meet into two groups. I can tell what type you are immediately.

I recently learned of a Chinese concept called “guanxi” that explains exactly why some advisors are more successful at building their client base and AUM.

Advisors are highly qualified, although few clients are capable of understanding the difference in your credentials. Does it matter?

It’s time to consider an entirely different approach to your process for converting prospects.

Thanksgiving is supposed to be a special day. The reality is different, but a daily, five-minute exercise can transform it into the experience we all want.

Presenting data is challenging, but sometimes advisors have to. Here is how to do it better than your peers.

There are three disastrous mistakes I see advisors make with Zoom calls.

The controversy surrounding wearing a mask boldly illustrates a pervasive issue for advisors and their clients.

I meet few humble advisors. Most are supremely confident in their knowledge of all things financial. This confidence is rarely justified.

We’d like to believe facts matter. In some situations, that is true, but I believe this quote attributed to Friedrich Nietzsche: “There are no facts, only interpretations.”

What if there was a simple, inexpensive, intervention that could reverse negative employee behavior and improve your bottom line?

You’ve been trained to believe the four most dangerous words for investors are: It’s different this time. I don’t agree. These four are more problematic …

I’m going to share exactly how we build videos for advisors, so you can replicate our process if you find it appealing.

Ruth Bader Ginsburg devoted much of her career to advancing women’s rights. Despite her heroic efforts to bridge the gender gap, much work remains to be done.

Here are five biases that may be lurking in your subconscious and influencing the way you assess men and women.

It certainly feels different this time. Acknowledging that difference will enhance relationships with your clients.

Before you work on a marketing plan, answer these 20 questions…

A leading psychologist explains why more women aren’t in leadership roles in financial services.

There’s an insidious form of discrimination that’s rarely discussed, but highly pernicious. And it’s incredibly difficult to overcome.

Ask yourself this question: Why do you trust someone? What is there about them that gives you that special feeling?

There’s a fundamental misunderstanding about creating trust. Too often, we conflate an air of confidence with building trust with a prospect.

Building trust with clients and prospects is the most important way to have lasting relationships. Find out what research shows on how people assess whether you are someone they can trust. Learn the important kinds of verbal communication and body language that open people to trusting you, as well as techniques that will help you better understand clients. Hear how other advisors have established their credibility and trust with clients. Get advice on how to conduct virtual meetings effectively. Ask questions about how to communicate with difficult clients and change the direction of those relationships.

Advisors are blissfully unaware of the risk inherent in their jobs.

Before engaging a vendor to help with your business, this is the first question you should ask…

I’ve always valued the wisdom of this quote attributed to Jack Bogle...

There’s a group of hormones that, when triggered, make us happy. Those chemical reactions make us feel really good. What’s the downside?

It started with an offhand comment from a developer I retained for a new website. He asked, “Do you want the website to be ADA compliant?”

This is your chance to ask three well-known practice management experts -- who also are among Advisor Perspectives' best-read columnists -- how they can help you with clients and other business issues brought on by the Covid-19 pandemic. They'll also share what they've been hearing from your peers about how the Covid-19 crisis has dramatically changed financial advisory practices. Don't miss this chance to get advice from these accomplished individuals.

The concept of a website is simple. Understanding its function, crafting a compelling design and implementing your plan is challenging.

Have you ever experienced a slow computer? The solution is often to clear the cache, which rids it of unnecessary data and permits it to function more efficiently. The same principle applies to your brain.

We have choices when we meet others, but most people aren’t aware of them.

I had a recent experience when I became a client and experienced what it was like to be on the other side of the table. It taught me a lesson about fees.

You don’t control the spread of COVID-19 or the timeline for when an effective treatment or vaccine will be available. You can control your expenses.

I’ve had three experiences with vendors seeking to assist with my new book. Check out the stories. They illustrate the need to adapt and be flexible.

The pandemic has profoundly changed our lives, sometimes in unexpected ways. I wanted to share some of my personal experiences with you in the hope you might find them useful.

In some respects, my “new normal” is better for me than the old one.

When the harsh reality of the pandemic hit, I took stock of my own situation. A declining portfolio was the least of my concerns.

What protocol do you follow to assist your clients during these difficult times? Is it supported by peer-reviewed evidence?

A by-product of the current crisis is that it’s caused me to consider more carefully about what I’m communicating and how I’m doing it.

The single biggest barrier to establishing trust in a new relationship is the lack of reciprocity.

The more I review the research, the more convinced I am that giving advice in almost every context is ill-advised. But I’m receiving a lot of advice these days.

Intellectually, I’m confident the virus will be contained, the economic stimulus (when it’s passed) will reinvigorate the economy and this crisis will pass. The market will eventually recover. Emotionally, I’m terrified.

Unfortunately, the premise underlying your advice may be flawed. You might be doing your clients (and yourself) a terrible disservice.

Why do good people make bad choices? There are plenty of examples of bad conduct, both in the security industry and by corporate titans.

I didn’t know Clayton Christensen and I hadn’t read any of his writings. He was a Harvard professor best known for writing The Innovator’s Dilemma. He died on January 23, 2020 at age 67.

Sometimes life is an endless exercise in trying to attain goals that are just slightly out of reach. Even when we reach those goals, we’re not satisfied. We set new ones and repeat the process. But I’ve found a surprising “happiness hack” that breaks this cycle.

If you do any of the things below, you are on the “sales prevention team.”

The essence of the activities we enjoy – how we have “fun” – reveals a key personality trait. Identifying that trait and that of your prospects and clients is critical to providing good advice.