As I coach advisory teams across the country—whether small or large, simple or complex—I’m always asked the same question: “Julie, what are the best teams doing?”

The answer is simple: they’re intentional. High-performing teams don’t just function—they thrive. They’re deliberate about hiring, defining roles, planning for succession, using technology, and communicating clearly. They play to each other’s strengths and build with purpose. Here are five key areas where great teams consistently stand out:

1. Hiring Talent with Intention

   When a team member leaves, most teams I talk with start to panic, especially when it’s a long-standing team member. For example, when Sam leaves after 25 years, the immediate reaction is often, “how do we find a Sam 2.0?” Initially, this feels like the right decision, but this mindset can lead to trouble.

   So many teams get themselves into this predicament looking to replace the person rather than the role. Take a moment and identify the existing talent you have on the team, and what specific skills or qualities are missing. High-performing teams don’t just try to replace someone with a copy of who left. They figure out what skills are missing and hire to fill that gap. They view it as a chance to bring in fresh ideas and build smarter, more forward-thinking ways of working.

   Remember, you can teach how to use the software, answer the phone, and the office layout. What you can’t teach as easily is mindset, personality, and how well someone will fit into your team culture. You also cannot teach someone to care.

   Without a hiring plan, there’s a feeling of desperation that can lead to hiring the first “qualified” candidate you see. But qualifications on paper don’t always guarantee a good team fit. Culture fit and how well someone meshes with the team are just as important, sometimes even more, than qualifications alone. It’s far better to be short-staffed for a little while than to hire the wrong person, introduce them to your clients, and then realize they’re not a good fit, forcing you to start the process all over again.

   Standard Approach: Reacts quickly, posts vague job descriptions, hires based on resumes.

   High-Performing Approach: Assesses team needs, hires for mindset and fit, and waits for the right person.

    

2. Defining (and Redefining) Financial Professional Roles

   Many teams still operate under a generalist model where everyone does a bit of everything. While this can work, it often leads to inefficiencies and diluted expertise. High-performing teams are moving in the opposite direction. They define clear roles and responsibilities based on each person’s strengths, what I call their “superpowers.”

   They’re establishing clear roles, responsibilities, and lanes for each financial professional to improve efficiency and deepen expertise. They’re writing down what each person is primarily responsible for and adding metrics where appropriate. They channel each person’s natural strengths and abilities (I call this using each person’s “superpowers”) and using that as the springboard for everyone’s role on the team.

   Someone who’s a natural public speaker might lead networking. A creative thinker could take charge of marketing. A data lover might own analytics. This doesn’t mean abandoning current responsibilities, but rather shifting focus to align with natural talents.

   The result? A stronger culture and higher morale. People feel more confident and motivated because they’re doing work that plays to their strengths. They also have a clear understanding of their responsibilities and how success is measured. That clarity removes the awkward guesswork around ‘Wait, is this my job or theirs?’ and that kind of alignment just feels good.

   Standard Approach: Generalist roles, unclear responsibilities, overlapping duties.

   High-Performing Approach: Defined roles based on strengths, clear metrics, and accountability.

    

3. Making Succession Smooth and Clear

   Letting go of control is one of the most important, and often most challenging, steps in preparing the next generation of financial professionals. Seasoned leaders must understand that successful transitions can’t happen if they hold on to every detail. No one will communicate, write, or decide exactly as they do—and that’s okay. The goal isn’t to create clones, but to empower capable professionals who bring their own strengths. These individuals were hired for a reason: they’re trusted, respected, and ready to lead.

   This is especially true when senior professionals have built deep client relationships. While it may seem best to preserve those bonds by keeping younger team members in the background, this can lead to a jarring “train-wreck” transition at retirement. High-performing teams recognize this risk. They embrace leadership as stepping back so others can step forward, allowing clients to build trust with new team members. The most rewarding moment often comes when clients rely on the team—not just the original financial professional.

   Next-Gen professionals are stepping up, and seasoned leaders are beginning to hand off full ownership. This shift is essential for succession, scale, and client continuity. The team-based model has been growing for years, and now, with many senior professionals nearing retirement, it’s time for formal transitions to begin.

   Standard Approach: Senior financial professionals retain control, Next-Gen professionals stay in the background.

   High-Performing Approach: Intentional handoffs, shared client ownership, and leadership development.

    

4. Leveraging Technology and Systems Fully

   Many firms struggle to fully leverage their technology and systems because they often assign critical tech-related responsibilities to individuals who may not speak the language of the financial professional.

   For example, someone with a programming background might be tasked with implementing a CRM-based service model, despite lacking the necessary business context. This mismatch can lead to frustration among team members who feel unsupported or misunderstood. Compounding the issue, many firms fail to invest in proper training for these roles, resulting in underutilized systems and missed opportunities for efficiency and value.

   In contrast, high-performing teams approach technology adoption with intentionality and structure. They designate a team member, often someone naturally inclined toward tech, to take ownership of learning the tools, attending trainings, and translating that knowledge into practical applications for the team. This person becomes the internal expert, streamlining the learning curve for others. However, success hinges on full team commitment: everyone must consistently use the tools as agreed.

   Imagine a new CRM is implemented to centralize client notes. Most of the team adopts it, but one financial professional continues using a personal spreadsheet. As a result, key updates are missed, service becomes inconsistent, and client trust is at risk. If even one person opts out, it creates bottlenecks and compliance risks.

   Standard Approach: Inconsistent tech use, no training plan, tasks assigned randomly.

   High-Performing Approach: Designated tech lead, structured training, consistent system use.

    

5. Prioritizing Internal Communication

   Teams that fail to prioritize internal communication often struggle with misalignment, inefficiency, and low morale. One team I worked with held irregular meetings with no set agenda or facilitator.

   Conversations veered off-topic, action items were rarely documented, and follow-ups were inconsistent. Over time, team members began skipping the meetings altogether, viewing them as unproductive interruptions rather than valuable touchpoints. This lack of structure led to confusion about responsibilities, duplicated efforts, and missed opportunities to collaborate effectively.

   High-performing teams treat their internal meetings with a level of importance comparable to client appointments. They assign roles, someone to schedule, set agendas, and take notes. Meetings are structured, purposeful, and consistent. One team member might be known as the “meeting person,” and everyone knows to send their discussion points to her in advance. This clarity helps the team stay organized and aligned.

   These meetings aren’t about micromanagement; they’re about collaboration, innovation, and maintaining a strong culture. When done right, they become a vital part of the team’s success.

   Even spontaneous conversations during structured meetings can spark new ideas and strengthen alignment. The simple act of coming together regularly, with purpose, can significantly enhance a team’s performance and cohesion.

   Standard Approach: Irregular meetings, no agenda, off-topic discussions.

   High-Performing Approach: Structured meetings with clear roles, agendas, and follow-ups.

To Summarize

Regardless of size, every team needs structure to succeed. High-performing teams don’t just happen, they’re built intentionally. They define roles, plan for the future, embrace technology, and communicate with purpose.

From what I’ve seen, the most successful teams stand out in meaningful ways: faster growth, more referrals, stronger culture, and higher job satisfaction. What sets them apart is their commitment to being intentional in everything they do.

Next Step

Choose one of the tips above and assess your team: are they following standard practices or operating at a high-performance level?