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Growing Your Question Game: 21 Questions To Ask Clients And Prospects And How To Structure Them For Better Client Engagement

October 28, 2020 07:05 am 3 Comments CATEGORY: Client Trust & Communication

The very foundation of doing financial planning starts with gathering client information in order to produce financial plans that analyze a client’s situation and provide recommendations to help clients realize their goals. But the process of data gathering to do financial planning involves a lot more than simply gathering financial data. As while the first responsibility of the financial planning process under the CFP Board’s Standards of Conduct is to “understand the client’s personal and financial circumstances,” it is crucial for advisors to establish a solid rapport based on trust to facilitate open lines of communication in the first place. After all, identifying the issues that involve a client’s personal circumstances, along with the details of their financial goals and dreams, requires the client to have a high level of trust in their advisor to disclose their most intimate financial details and be able to comfortably talk about and explore their hopes, dreams, goals, and wishes. As a result, knowing how to ask the “right” questions that elicit trust and create rapport can be vital for financial advisors to gather the information they need – both financial and personal – to ultimately formulate the best financial planning recommendations for their clients!

In practice, there are several types of questions that advisors can strategically use to obtain information and at the same time strengthen client relationships. One type of question that encourages thoughtful reflection is the swing question, which poses situations with hypothetical phrases beginning with words such as “will”, “can”, “would”, or “could”. These are good question types to gently probe points of resistance (e.g., instead of asking “Why haven’t you called your estate planning attorney yet?”, ask “Can you tell me how it’s going with your estate planning attorney?”) or explore ideas that may be new to the client (e.g., “Could you explain your education funding ideas for your grandchildren?”). Swing questions are best used with clients with whom the advisor already has an established relationship, and can be good ways to deepen ties with the client.

Implied questions are another type of question and are generally statements structured as questions, beginning with phrases such as “I wonder…” or “You must be…”. Implied questions are a useful way to reiterate an important idea that the client has expressed, and show the advisor’s genuine interest in the topic. They also offer a good opportunity for the client to provide further details around personal situations that can impact how a financial plan should be tailored (e.g., “I wonder how you see your new employment opportunities affecting your retirement goals?”). Like swing questions, implied questions are most effective when the relationship has already been established, and can serve to enhance the rapport in those relationships.

Projective questions are open-ended questions that can be used to help clients visualize scenarios that the advisor may want the client to consider. They generally start with phrases like “What if…” or “What would…” and can help clients envision and understand new possibilities that may make sense for their financial plans. Scaling questions are another type of question and can be used to assess relative levels of a client’s interests and concerns. These are typically structured as “On a scale of x to y, where are you on that scale?” For instance, an advisor can ask their client something like, “I know you’ve expressed concerns about the recent market activity; on a scale of 1 to 10 where 1 is the calmest and 10 is the most anxious, where are you on that scale?” Both projective and scaling questions are good ways to solicit information that the advisor may be specifically interested in and can be used with any client, regardless of whether the relationship is well-established or still relatively new.

For any questions that the advisor chooses to use, it is important to be mindful of when to ask them, and when to give the client space to reflect on their answer and elaborate with details. Asking questions too rapidly without room for reflection will generally be very stressful and overwhelming for the client… feeling less like an advisor-client relationship and more like an interrogation! However, by pacing a series of questions to allow the client to digest what is being asked, and to contemplate their answer, the advisor can gather valuable information not just for financial planning purposes, but also for better understanding the client on a personal level and deepening the relationship.

Ultimately, the key point is that by choosing the right questions to ask, and pacing the questions to allow for reflection and thoughtful exploration, advisors can learn a lot about their clients to help them develop effective financial planning strategies and, in the process, enjoy deepening their relationships as well!

#FASuccess Ep 200: Scaling A Successful Business Beyond Yourself By Constantly Reinventing Your Role, With Michael Kitces

October 27, 2020 07:07 am 4 Comments CATEGORY: Financial Advisor Success Podcast

Welcome back to the 200th episode of Financial Advisor Success Podcast!

Our guest on today's podcast is me, interviewed by our guest host, Alan Moore. Leading up to this milestone 200th episode of the podcast, we put out a survey to the listenership via Kitces.com about whom to invite as a guest. Overwhelmingly, the feedback from all of you was a desire to hear more of my own story and how it's changed the nearly four years since I was first on the podcast, back in episode 20.

In this episode, we'll talk in-depth about my own career journey, starting out with how I landed in the financial services industry straight out of college, despite having studied psychology, theater, and medicine, and not finance or economics while I was an undergrad. Why I made the leap to launch the Kitces.com platform and split my time between writing and speaking and the advisory firm. And the reason I spend so much time advocating for smaller, independent firms, but recently made the decision myself, to switch to a much larger, so-called ‘mega RIA’.

We also talk about the unexpected ways that a career journey can unfold, including why I spent the first three years of my career trying to avoid a role that required any new business development, and then 10 years later, became a partner because of my success in bringing in new clients. Why spending years developing financial plans and delivering them to hundreds of clients made me not want to keep building my own client base for the next 30 years. Why, despite being highly risk averse, I've ended out launching nearly half a dozen different new businesses to serve the advisor community. And why, after nearly 10 years of operating Kitces.com, itself, is a lifestyle practice, we've made the decision to turn it around and grow from 3 to 13 team members in barely over 3 years.

And be certain to listen to the end where I share more of what happens behind the scenes, the low points I've had along the way of my journey, and the techy career I almost ended out with if I hadn't become a financial planner. How an admittedly non-traditional approach to financial planning for my own financial house has been a key to navigating my career journey. The advice no one gave me that I wish I'd had when I started to build and scale businesses, and the system that I've developed to manage my own time and hectic schedule so I can stay focused on having the biggest positive impact I can on the advisor community.

So whether you’re interested in learning about why Michael decided to pursue financial planning rather than psychology, medicine, or theater; how he uses “daily rocks” to manage his time and stay productive; or hear more about the hobbies of the man behind the blue shirt; then we hope you enjoy this episode of the Financial Advisor Success podcast.

The Best Conferences To Attend (Or Not) In 2021 And The Future Of Financial Advisor Conferences

October 26, 2020 07:04 am 3 Comments CATEGORY: Conferences

Reinvesting in one’s education is a staple of being a professional and is embodied in both the philosophy and the actual requirement of continuing education (CE). Of course, ideally, financial advisors will want to advance their knowledge not merely to fulfill a CE obligation but for the sake of the additional knowledge and expertise itself, which can pay dividends from better strategies for clients to practice management guidance that (even if not actually CE-eligible) helps them better execute their businesses and service their clients.

However, the world of financial advisor conferences – which so many advisors attend for those continuing education and advanced learning opportunities – were substantively disrupted in 2020 by the coronavirus pandemic, which shuttered virtually all in-person advisor events after the March outbreak through the end of the year, forcing some events to be canceled, others to be delayed into 2021, and most to be pivoted to an online/virtual format with… varying degrees of success.

Starting back in 2012, we began to publish an annual list of recommended conferences for financial advisors to attend – a byproduct of the fact that I’ve been speaking at 50 – 70 conferences per year for more than a decade myself, and as a result, have seen and attended virtually every major advisor event, and could provide a first-hand perspective on which events really delivered on their promise of advisor education, from membership associations to broker-dealers, insurance companies to RIA custodians, trade publications, private events, and more.

But as we come up on 2021, the reality is that no one knows exactly what the options for advisor conferences will even be in the coming year, given both the uncertainty about the timing of the coronavirus vaccine, a major shift in the economics of advisor conferences as vendors have pivoted heavily to running their own webinar events and appear to be scaling back on the future of conferences, and limited experience for any events about how well they really deliver, or not, in a virtual environment.

As a result, this year’s newest list of the “Top Financial Advisor Conferences” for 2021 takes an alternative approach, focusing instead on the ‘knowns’ we can control in the decision of what events to pursue, including Community Events for the advisor’s platform (e.g., the advisor’s broker-dealer, RIA custodian, or advisor network), Deep Learning events for advisors looking to better specialize, immersive Practice Management events for those looking to get more efficient in (or better execute on) their businesses, and the ever-widening range of both free and paid Continuing Education on various topics.

In addition, we’ll continue to maintain our new “Master Conference List” of all financial advisor conferences in 2021, with ongoing updates for which will be virtual versus in-person, as a guide for advisors to plan their own conference budgets and schedule in the coming year.

So I hope you’ll find this upcoming year’s 2021 financial advisor conferences list (and our new 2021 Master Conference List) to be helpful, in an environment that admittedly poses far more uncertainty in the landscape of advisor events than we’ve ever seen… while still recognizing that in the end, reinvesting into our own education as financial advisors is still a professional imperative.

Weekend Reading for Financial Planners (October 24-25)

October 23, 2020 03:00 pm 4 Comments CATEGORY: Weekend Reading

Enjoy the current installment of "Weekend Reading For Financial Planners" – this week's edition kicks off with a new consumer research survey from Cerulli, finding that consumer willingness to pay for financial advice is at an all-time high, as the pandemic has increased demand for financial advisors and shifting business models are providing consumers new ways to engage with a financial advisor on a fee-for-service basis (even if they don't have a portfolio to manage or a need for a particular financial services product).

Also in the news this week is an AssetMark study finding that while many financial advisors have been happy with their advisory relationship through the pandemic, many are not (and the biggest driver appears to be the extent to which the advisory firm has implemented virtual meeting tools to communicate with and stay connected to the client), and another Cerulli study finding that advisory firms that are heavier adopters of technology average almost twice the size of "light" technology users and are almost 60% more likely to have very affluent clients.

From there, we have a few marketing-related articles, including a discussion of how some advisory firms are adapting to remote business development, a series of 21 "virtual marketing" ideas (from virtual wine tasting events to virtual games nights with clients and prospects), and a discussion of the striking parallels between fishing and prospecting for advisors (including a focus on trying to reel in leads as soon as they bite, and recognizing that often the most important driver of the outcome is simply figuring out the right location to fish and focus your efforts in the first place!).

We've also included a number of practice management articles, including a look at how (and why it's so important) to hire for skills and not necessarily years of experience, the "Hawthorne effect" that often employees just want to know that management is watching and cares what's going on (more than any particular intervention they may try to boost productivity), and a powerful reminder that even in client-centric fiduciary advice businesses it's the team that should come first (and not clients).

We wrap up with three interesting articles, all around the theme of the ongoing evolution of financial planning itself: the first looks at how the nature of financial planning advice may be (permanently) changed by the pandemic; the second explores how the ongoing rise of financial services (including financial planning advice) in the employer workplace channel as an extension of how employers are already so financially connected to their employees (by the paycheck); and the last examines whether financial planning as a profession is doing enough to live up to its "implied promise" to always be there for clients and help them through the most challenging and often highly emotional times... which matters more than ever as we navigate through the pandemic.

Enjoy the 'light' reading!

Kitces & Carl Ep 45: (Re-)Structuring Client Review Meetings In Order To Focus On What Really Matters To Clients

October 22, 2020 07:01 am 0 Comments CATEGORY: Kitces & Carl Podcast

In the early days of financial advice, an advisor’s primary (and key) value proposition was giving clients access to capital markets via various investment products and vehicles that consumers simply couldn’t buy on their own. And as a result, the nature of the advisor/client relationship was such that they would ever only really need to interact when some sort of transaction needed to occur. However, as the internet made various investment products increasingly accessible to consumers directly – through online brokerage accounts – many advisors’ primary value-proposition became managing a more holistic diversified portfolio… necessitating regular (often quarterly) meetings to discuss the performance results of that portfolio. Yet as the financial advisor value proposition begins to shift once again, and the profession further broadens its scope to include all the other facets of a person’s whole financial picture, many advisor/client review meetings still revolve largely or entirely around investment performance reviews. Which (especially for advisors who are transitioning clients into ongoing planning relationships) raises the question: how exactly does the advisor change the conversation in review meetings with their clients to be less investment-centric (when it may be all their clients have ever known!)?

In our 45^th episode of Kitces & Carl, Michael Kitces and client communication expert Carl Richards explore what it takes to restructure the client review meeting, and discuss what advisors might talk about on a high level with their clients, how action items (which stem from their Goals) help them make progress towards their “desired future state”, and a way to systematically structure those meetings in such a way that allows the advisor to demonstrate exactly how they’re bringing more than just investment value to the relationship.

As a starting point, advisors can think of the periodic review as a sort of “State Of The Plan” meeting, which (barring any unforeseen events in their lives) typically is to know that they’re making progress towards their goals. Accordingly, on a broad level, talking points can include a review of the client’s Statement Of Financial Purpose (which could include things spending time with family, serving in their community, or traveling, to name just a few), Goals (which flow out of the Statement Of Financial Purpose), and then their progress towards those goals and if the use of their capital still aligns with where they are headed (which is where the real meat of the conversation resides).

Meanwhile, a strategy for structuring these meetings might include actually crafting a physical agenda, which should cover a basic check-in to make sure the proverbial plane is still flying in the right direction, any news and updates (either within the advisors firm or out in the world that might have a bearing on the discussion), some sort of planning item (which, depending on the time of year, might revolve around taxes or estate planning), and then (and only then) a portfolio review. Ideally, the agenda should be delivered a few days before the meeting itself, which will not only help build trust (first by telling the clients what will be discussed and setting expectations, and then by adhering to that agenda), but also gives them an opportunity to add anything that may have come up that the advisors isn’t aware of yet (further facilitating more non-investment-centric client conversations). .

Ultimately, clients really just want to learn three things when they meet with their advisor: are they okay, are they making progress, and are getting their money’s worth from the advisor relationship? And by using a consistent structure and cadence, with a standardized meeting agenda, not only can an advisor make those periodic review meetings more valuable to their clients beyond a discussion around portfolio performance (which can be sent separately anyway), but it also provides a framework that they advisor can use to mention all the great things they’re doing behind the scenes to continue to earn their clients’ business as well!

How ‘Free’ RIA Custodians Make It Difficult To Determine Which Is Actually The Most Expensive

October 21, 2020 07:02 am 1 Comment CATEGORY: Practice Management

In the early days of the Registered Investment Adviser (RIA), financial advisors who didn’t affiliate with a broker-dealer had no way to actually manage investment accounts on behalf of their clients… short of having clients open “retail” investment accounts with direct-to-consumer “retail” brokerage platforms, and grant their advisor a limited power of attorney to call in (pre-internet!) and place trades on their behalf, which was a win for the client (who had their portfolio managed), the advisor (who had a platform to manage their client portfolios), and the brokerage firm itself (that generated trading commissions every time an advisor traded on behalf of their clients). In the decades since, the nature of RIA platforms has evolved tremendously, from advisors phoning in trades to an entire ecosystem of RIA custodians providing trading, billing, and supporting technology for RIAs to use… but still all predicated on a model where the brokerage-firm-as-RIA-custodian profits from advisors at the expense of their clients.

In this guest post, Yang Xu – CEO of TradingFront which competes for RIA custody services in partnership with Interactive Brokers – explores how the RIA custodian business model continues to evolve, why the recent onset of zero-commission trading has merely shifted how (but usually not whether) clients are paying for trading, and how advisors can do their due diligence to understand the real investment costs that clients may face (and revenue sources that RIA custodians still generate) through the platforms that RIAs purportedly use for “free” (as in the end, “free” rarely ever is).

“Pay-to-play shelf-space agreements” are one way that RIA custodians offer No-Transaction-Fee (NTF) funds, which effectively embed trading costs within the mutual funds themselves (with little way for advisors or their clients to identify what the exact breakdown of what those 12b-1 and sub-TA costs may be). And with the shift to ETFs, that have their own unique rules regarding revenue-sharing to RIA custodians, new “data agreement” flat fees (potentially up to $650,000 per agreement from each asset manager to each advisor platform!) are now emerging as a way for RIA custodians to generate revenue in exchange for providing data that shows asset managers how their products are really being used.

Another major indirect cost of RIA custodial platforms is found in interest earned (or rather, not earned) on client cash holdings. Because when cash is maintained in a client account, it is often by default “swept” into a proprietary mutual fund of the RIA custodian, or even a bank deposit account of a subsidiary bank owned by the RIA custodian, yielding net interest income – the difference between what the cash position actually earns, and the lesser amount that is paid to the client – that is collected by the RIA custodian. Which for some RIA custodians is so large, that net interest from client cash actually forms the majority of the entire RIA custodian’s revenue and profits!

In recent years, another growing source of revenue for RIA custodians to generate from advisors and their clients is Payments For Order Flow (PFOFs), which custodians receive for selling the placement of client trade orders to high-frequency trading firms. And while directed trading to high-frequency trading firms can potentially improve trading efficiency (even with the drag of PFOFs), RIAs generally have very limited means to assess the actual quality of execution (which is actually becoming more difficult because rising PFOF and a rising volume of trades occurring off the traditional exchanges actually makes it systemically harder to benchmark good trade execution in the first place!).

Of course, the reality is that RIA custodians are businesses that can and should be able to generate revenue and profit from the services they provide. Still, though, the current model of RIA custodians generating such ‘indirect’ revenue from the clients of advisors, coupled with a dearth of any requirements to disclose financial statements and pricing (at least for non-publically-traded RIA custodians) make it difficult to research what RIA custodians are truly charging and whether it is a fair and competitive price to the available alternatives. Which, ironically, raises the question of whether advisors may soon even seek out RIA custodians that require RIAs to openly pay (fully disclosed) trading commissions and platform fees, if only to ensure full disclosure and a clear understanding of all expenses for the advisory firm and its clients (and an opportunity to price-shop for other RIA custodians that may offer advisors and their clients a better deal)?

The bottom line, though, is simply to understand that ‘free’ services rarely (if ever) exist when those services entail work, which certainly includes the business of brokerage and RIA custodial firms. And for financial advisors who aim to provide full disclosure of all expenses in the interests of their clients, and want to make good decisions on behalf of their clients regarding which platforms to affiliate with, it’s crucial to peel the layers of the onion and gain an understanding of the underlying costs that clients are incurring with their platform of choice… a due diligence process that applies to not only selecting investments for client portfolios but also where those portfolios are custodied and traded, too.