Most advice businesses don’t have a project execution problem. They have a project set-up problem. Here’s what we see (almost) daily: Everyone’s busy. Everyone’s working on something. But very few are actually getting meaningful change over the line. Why? Because most projects get launched without clear scoping, clear accountability, or any real change management (aka leadership). What we call a “project” is often just a to-do list… With no agreed purpose, no rhythm, and no real ownership.

The day after presenting to a group of financial planning business owners this week on the topic of strategic growth & decision making, I found myself in a conversation with one of my two teenage kids discussing their post school decision making.  This led to me discovering many similarities between teenage kids and financial planning business owners right now…

Who hasn’t been part of a conversation about a colleague or a manager or a decision that no one was prepared to raise in the actual meeting? If you haven’t then I’d bet that one of those meetings was about you!

The uncomfortable truth is that leaders are talked about, judged and held to a standard that is both unreasonable and unrealistic to live up to.  Ignorance can be bliss for leaders not knowing what their teams or colleagues are thinking and saying about them, relying solely on a six-monthly engagement survey.  The issue is that this creates an artificially polite environment and ultimately impacts business performance.

“How do I choose a capital partner?”

This is a question Encore is asked more and more often as the number of capital providers grow and the value propositions evolve. To help answer this question you should first work out if a capital partner is what you actually need. Tip – in most cases it is not!

It’s “planning season” in advice businesses and institutions. Or so we say.

But let’s be honest – most of what happens isn’t planning. It’s target setting. We throw around words like strategy, ambition, vision...

But really? It’s a spreadsheet, a revenue number, a few assumptions and a hope that this year will be different.

I see it all the time. Done it this way plenty of times myself. And if I am being honest, it’s because “planning” is hard. Setting a target is easy, because hitting it is (usually) someone else’s job!

We all want new business, new clients, new revenue. I don’t focus on that. Strange? Maybe! But here’s the thing: at the start line of a marathon, I’m not thinking about the finish line – that’s 42.2 km away.

If I focused on the end, I’d feel overwhelmed. I’d worry about the distance, maybe even start doubting myself. Instead, I focus on each step, the moment, the preparation. Sales, believe it or not, works the same way.

Sales goals (or goals in general) can feel just as daunting. They can trigger anxiety and procrastination. No one talks about it. I’ve felt it, and I bet you have too.

Long-term success in financial advice depends on trust, governance, and professionalism. Explore how practices and licensees can future-proof their businesses through strategic planning, data cohesion, and client-centric leadership in a post-Hayne landscape.

Financial planning can only evolve into a true profession through structural reform and individual certification. Explore how separating product from advice, embracing fiduciary responsibility, and leveraging technology can create a trusted, client-focused future.