Do you know where you spend your time? Brett Davidson on realising you can't do it all, and planning accordingly.
Brett Davidson discusses three challenging areas for you to work on in managing yourself.
Brett Davidson isn't anti-compliance, but nor is he convinced that rules should run the show. So how do you get the balance right?
Brett Davidson explains how to assess whether the people in your team are working to their strengths, and why this is so important.
Brett Davidson on reaching a crossroads in your business life, and sharpening up your vision for the future.
Brett Davidson discusses how to create a successful, profitable business by focusing on your own performance first.
Brett Davidson on why there's no shortcut or magic bullet to driving results in your business

Brett Davidson is chief executive of FP Advance and is recognised as one of the top consultants to advisers in the UK. FP Advance works with small and ambitious financial planning firms and turn them into branded, boutique powerhouses and has consulted directly with over 250 individual advice businesses and presented to thousands of advisers in the UK, Europe, US and Middle East.

All the business books I love recommend working in 90-day cycles.

It’s enough time to set a reasonably meaty objective and to achieve it, while still doing business as usual at the same time.

The recommendation is that you set between three and seven goals each quarter (and less is more, so three or four is fine for most small businesses). These goals are important projects that will make your business better and are in addition to whatever financial targets you might set for the quarter and your business as usual client work.

When I’m working with adviser-owners in either a formal course setting or in my individual consulting work, I’m often asked what other firms are doing right.

Rest assured, I don’t give away any proprietary secrets. The truth is what makes some business owners great is almost never related to tricks or secrets anyway. 

Here are the seven traits I see in dealing with adviser-owners who are turning their business from good to great: