The job isn’t getting any easier for branch managers.

As a textbook example of middle management, the best ones are both the advocate of the advisor as well as the firm’s representative to the field, while successfully retaining credibility with both. Tout the company line too aggressively, and a manager will lose the confidence of his branch. Pound the table on behalf of the advisors too much, and the mother ship will find someone else.

Register or login for access to this item and much more

All On Wall Street content is archived after seven days.

Community members receive:
  • All recent and archived articles
  • Conference offers and updates
  • A full menu of enewsletter options
  • Web seminars, white papers, ebooks

Don't have an account? Register for Free Unlimited Access