FPMG Identifies Ways to Help Professional Services Providers Succession Plan

Performance Management Firm Addresses Finance Industry and How to Foster New Leadership

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Next Generation Planning

Next Generation Planning

Baby Boomer professional services providers who anticipate retiring within the next decade or so have a responsibility to look toward the future and ensure their practices thrive after they’re gone.

Tampa, FL (PRWEB) April 02, 2014

A March article in Financial Advisor speaks to the difficulty veteran financial advisors have when it comes to succession planning, noting they don't want to think about life after practice due to the “psychic income,” i.e., emotional satisfaction they get from their work. FPMG, a performance management team, isn’t surprised at this assertion, as it’s been working on ways to assist veteran professional services providers plan for their practices to survive without them.

In 2011, the oldest Baby Boomers reached the traditional retirement age (65), and through 2029, about 8,000 Boomers will reach that milestone every day. This aging of America will result in a significant shift in mature industries such as financial services, since the average financial planner is currently 57 years old.

“As they reach their ‘golden years,’ many of these professionals, who’ve worked hard to build successful practices, will choose to leave them—hopefully in the capable hands of colleagues who’ve been trained to step into their shoes,” says Denise Federer, Ph.D., FPMG founder. “While there’s no substitute for experience, building a strong team and ensuring clients are taken care of over the long term are two responsibilities all professional services providers must take very seriously; in the midst of running a successful practice, succession planning may not be something high on priority lists—but it should be.”

Federer says identifying younger team members who fit the future leader mold is an important step for all practice owners. To excel as a professional services provider, people must:

  • Have the knowledge and technical expertise needed to make fiscally sound decisions on behalf of clients
  • Possess a high level of integrity along with a justifiable sense of self-confidence

In broad strokes, Federer believes, these professionals must have the ability to make clients feel comfortable, especially when they’re taking over for a veteran trusted advisor. This is when succession planning pays off: identifying people whose attitudes and skills are aligned with the goals and values of the practice, and creating an organizational environment that fosters team members’ growth and development.

Federer said great teams are differentiated by five “people factors”: trust, respect, communication, passion and commitment. Once the right people are in place, she notes, the organization must be structured in a way that allows them to be successful, which means it should have:

  • A clear set of objectives
  • Metrics that allow team members to assess their performance
  • Ongoing training
  • Decision-making authority to reach goals
  • Team-based rewards and evaluations
  • An open culture where communication and offering different perspectives are encouraged

“Baby Boomer professional services providers who anticipate retiring within the next decade or so have a responsibility to look toward the future and ensure their practices thrive after they’re gone,” Federer said. “By thinking about succession planning today, not only are practice owners doing what’s right for their clients and team members, but they’re also supporting the long-term health of their industry.”


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