What Makes A Team Extraordinary?

The Attributes of Top-Performing
Teams Defined

At Janus Henderson LabsTM through our Elements of Extraordinary Teamwork program, we are fanatical about what elements make a team extraordinary and helping our clients’ teams continue to grow even after top status is reached.

We analyzed 2,800 practices to learn even more about what key elements elevate an advisory team from ordinary to top-performing. 

Read more about the study here.

This study of high-performing teams was conducted by Cerulli Associates in partnership with Janus Henderson Investors and IMCA to identify the advantages of working in a team and to distinguish the attributes and practices of the most productive teams. Janus Henderson Investors offered support to add to its existing suite of advisory teams resources provided by its practice management specialists and services. For this study, teams were ranked based on the following three factors and then segmented into quartiles based on overall performance:

Assets under management (AUM) per producing advisor: Represents the advisor’s ability to attract and retain clients.

AUM per total headcount: Represents the team’s overall efficiency and ability to scale its practice when considering the contributions of advisors and staff roles collectively.

Average client size: Represents the team’s ability to attract high-net-worth investors with complex needs and higher asset levels.

CORRECT

4x

Top-performing advisory teams manage $280.4 million in assets compared to $67.3 million for their peers.
BACK

INCORRECT

4x

Top-performing advisory teams manage $280.4 million in assets compared to $67.3 million for their peers.
BACK
HOW DID THEY BECOME TOP-PERFORMING?

Based on our study, the top-performing advisory teams have consistent attributes that fall into 3 main themes.

SELF-
AWARENESS

Discover how well-defined roles and responsibilities along with uncovering your own blind spots help the ordinary to becoming extraordinary top-performing teams.
LEARN MORE

COMPELLING
CATALYST

Learn how top-performing advisory teams that define the WHY that drives, motivates and supports resiliency equals a winning unified vision that raised them up to elite status.
LEARN MORE

FOCUS
DISCIPLINE

Explore how knowing the ONE THING that matters above all can help build huge momentum toward your goals.
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DO YOU KNOW YOURSELF AND YOUR TEAM?

Self-Awareness

Being self-aware or having team self-awareness allows you to delegate responsibilities based on each other's strengths and weaknesses.

CORRECT

52%

of top-performing teams hire specialized staff roles compared to 37% of their peers allowing staff to become experts in their respective areas of responsibilities, increasing specialization and efficiency.
BACK

INCORRECT

52%

of top-performing teams hire specialized staff roles compared to 37% of their peers allowing staff to become experts in their respective areas of responsibilities, increasing specialization and efficiency.
BACK
WHAT ELSE DO TOP-PERFORMING TEAMS DO?
SPECIALIZED

ROLES

SPECIALIZED

ROLES

Having an investment research analyst to free time for senior advisors helps to focus on managing clients and growing the practice.
ADVANCED

CREDENTIALS

ADVANCED

CREDENTIALS

An aggregate of advanced credentials allow offering services such as charitable giving, estate planning, and business-orientated planning which helps to attract high-net-worth investors.
DEFINED

RESPONSIBILITIES

DEFINED

RESPONSIBILITIES

Having clearly defined roles and responsibilities help to reduce ambiguity for staff and frustration. For example, one advisor might lead the marketing initiatives, another operations staff and another may operate as the CIO.

Greater self-awareness makes successful people more successful.

Take our assessment
 to find out if your team carries the same key elements as a top-performing team.

DO YOU KNOW YOUR 'WHY' STORY?

Compelling Catalyst

A shared model and vision within a team may be more attractive to high-net-worth clients.

CORRECT

Nearly 2/3rds

of clients in top-performing teams have $2M on average more in assets. Top-performing teams attract high-net-worth clients whom they perceive to be better enabled to meet their sophisticated planning and investment needs since they tend to offer more specialized services.
BACK

INCORRECT

Nearly 2/3rds

of clients in top-performing teams have $2M on average more in assets. Top-performing teams attract high-net-worth clients whom they perceive to be better enabled to meet their sophisticated planning and investment needs since they tend to offer more specialized services.
BACK
WHAT ELSE DO TOP-PERFORMING TEAMS DO?
SHARED

VISION

SHARED

VISION

They conduct a joint business planning session to develop a shared vision and strategy to ensure all partners are aligned with the practice's direction.
SHARED

DECISION-MAKING

SHARED

DECISION-MAKING

They have a structured decision-making process allowing them to infuse leadership decisions with a diversity of input, share workload, and set responsibilities based on interests and strengths.
COMPLEMENTARY

SKILLS

COMPLEMENTARY

SKILLS

They comprise advisors who have complementary skills and interests to ensure each advisor contributes to the team's success in a different but beneficial manner. This also includes open and candid communication creating a foundation of high trust.

A great story about the WHY of your business is what moves people.

Take our assessment
 to find out if your team carries the same key elements as a top-performing team.

DO YOU KNOW HOW TO PRIORITIZE & BUILD MOMENTUM?

Focus Discipline

Focusing your team on one thing can cut through to-do clutter and build huge momentum toward your goals.

CORRECT

Advisors on top-performing teams on average serve only

90 clients

vs. 126 for lower performers. The industry's highest performers serve fewer clients with a broader and more specialized service set that allows them to address the complex and challenging needs facing investors with greater levels of wealth. More does not always mean better!
BACK

INCORRECT

Advisors on top-performing teams on average serve only

90 clients

vs. 126 for lower performers. The industry's highest performers serve fewer clients with a broader and more specialized service set that allows them to address the complex and challenging needs facing investors with greater levels of wealth. More does not always mean better!
BACK
WHAT ELSE DO TOP-PERFORMING TEAMS DO?
SYSTEMIZE

OPERATIONS

SYSTEMIZE

OPERATIONS

They focus on developing end-to-end processes, documentation, checklists, and technology integration to improve not only efficiency but overall client experience as well.
BUILD

CONSISTENCY

BUILD

CONSISTENCY

They focus on their most critical processes and building systemization consistently over time, including: client review meetings, new client on-boarding and portfolio rebalancing.
BE

PROACTIVE

BE

PROACTIVE

They also have a systemized and proactive approach in their search for new client opportunities, such as prospecting and marketing. They leverage personal relationships to find new clients and are less likely to lean on passive referrals for growth.

When you and your team are aligned with purpose and vision, expect the best.

Take our assessment
 to find out if your team carries the same key elements as a top-performing team.
TAKE OUR ASSESSMENT
Find out if your team carries the same key elements as a top-performing team.
ADDITIONAL RESOURCES
Explore Janus Henderson’s Elements of Extraordinary Teamwork (ExT) curriculum to help guide those who are either forming a new team or strengthening an existing team.
CONTACT US
Step-by-step planning tools and one-on-one consulting from practice management specialists is available.
Contact your Janus Henderson Sales Director for information.
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