PRACTICE MANAGEMENT
Planning for one-day to long-term interruptions is important.
Solicit outside resources as backup during times of crisis.
As a financial professional, your No. 1 priority is your clients’ financial well-being. While you work hard to secure their interests, unexpected challenges can take place impacting your practice. They may range from physical destruction of your office, records and technology systems from severe weather to a health event where you or a team member is out for a medical need. By taking steps today, you can ensure your clients are cared for, and the value of your business is protected in case a crisis would happen.
While it’s never fun to consider worst-case scenarios, a contingency plan can give you confidence.
Begin with client experience. What kind of service do your clients expect? What if a day of crisis turned into a week, or longer? What functions would be most critical for giving clients seamless, prompt service? What concerns might they have?
Think short and long term. When it comes to key functions in a longer-term emergency, prioritization will be key. It would also be a good idea to reach out to your parent firm or other business partners for assistance. In your contingency plan, list who is backup for each function. Share that list with all employees in the office.
Empower your staff. Involve key employees in your planning process. Work together as a team to imagine some scenarios and create checklists of responses. Set up a crisis management team to oversee staff training for unforeseen events, such as an office evacuation, extended power outage or other emergency.
Make your wishes known. Does your staff know what steps to take if something happens to you personally? Write down a set of instructions, including important contacts, insurance coverage and financial information (including how to treat company stock).
What happens to your business if you suddenly become unavailable or lose a core staff member? To ensure a consistent client experience, look for ways to systemize and document procedures such as client on-boarding or billing.
Many financial professionals are moving toward automating or outsourcing more functions, such as marketing, billing or even portfolio modeling. In some cases, these services may already be offered by your parent firm. Such strategies have the added advantage of creating the kind of operational consistency potential buyers look for in valuing a financial services business.
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Whatever your strategy, you’ll probably need to plan for a transition period. One approach is to partner with a team of colleagues to provide backup for one another in an emergency or until a buyer can be found. You may also want to prepare a letter and phone script that lets clients know of any management change, while communicating your confidence in the person you’re leaving in charge.
Your broker-dealer or custodians can be important partners in any crisis or transition. In some cases, they can help find an interim backup or a potential buyer. They may also provide resources—such as online account access, marketing materials or turnkey managed accounts—that can ensure a seamless client experience.
As a start, touch base to find out how client accounts are handled if something should happen to you. You may also need to file paperwork in advance to designate a successor.
Contingency planning also means addressing other business risks that might impact your business:
Contingency planning is an ongoing process that may grow with the needs of your business. Set a goal of revisiting your plan at least annually—updating your emergency checklists and key financial information.
You may also need to adjust your succession plans and other policies as needed. By taking the time to keep your contingency plan up to date, you can rest well knowing your clients will be cared for to help keep your business running strong in your absence.
The concepts presented are intended for educational purposes only. They may not be suitable for your client’s particular situation. The suitability of any specific product or strategy will be dependent upon your clients’ particular situation. Check with your organization for any specific requirements or restrictions they have related to client-related activities.
