• Account Access
  • Contact Us

    Pre-Sales Support
    Mutual Funds and ETFs - 800-456-7526
    Monday-Thursday: 8:00 a.m. – 6:00 p.m. ET
    Friday: 8:00 a.m. – 5:00 p.m. ET

    Post-Sales and Website Support
    Monday-Friday: 9:00 a.m. - 6:00 p.m. ET

  • Advisor Log In

How to Create Team Roles and Responsibilities

By Julie L. Genjac

Can each of your team members articulate what their primary responsibilities are, and how they are measured?

Julie L. Genjac
Julie is a Managing Director of Strategic Markets for Hartford Funds. She works with financial advisors in a practice management capacity, including engaging and educating advisors and their clients about current and emerging opportunities in the financial- services marketplace. She is a registered corporate coach and has spent the last two decades helping hundreds of financial advisor teams create a vision for their practice and serving as their accountability partner in order to execute on that vision.

When was the last time you recall a task slipping through the cracks? Maybe a client signature wasn’t obtained, a form wasn’t sent out, or a client event didn’t come to fruition even though it was listed on the team’s event calendar. When there are gaps or overlaps in what each team member is primarily responsible for on a daily basis, items can be missed because others assume that another team member is handling that item.

Can each of your team members articulate what their primary responsibilities are, and how they are measured? Is this written down in a central team guide or procedure manual? If not, consider asking each team member to write down all of the things that they’re responsible for and schedule a team meeting to discuss each person’s list.

My guess is that you’ll be surprised that some team members believe their role is quite different from what you envisioned. This can be a productive discussion, and it can help you determine who should be primarily responsible for what based upon their natural abilities, learned abilities, and experiences.

When teams have formally documented roles and responsibilities for each team member, each individual has the opportunity to be successful each day because he/she understands what the accountability metrics are and can execute accordingly.


When thinking about team member roles and responsibilities, consider the following:

  • What should the team member do more of?
  • What should the team member do less of?
  • What should the team member stop doing?

This framework can help you focus in on the primary responsibilities without gaps and overlaps in human power!