Q: Describe your role within the firm.
A: I am responsible for the Transitional Representatives and Branch Transition Leaders in the Offices in Transition Area. Together, we are responsible for providing a high level of guidance, support and service for both clients and Branch Office Administrators (BOAs) in our offices currently in transition (without a Financial Advisor.) Q: Describe how your division contributes to the firm's success.
A: I may be biased, but I believe our firm has the greatest business plan of any company in our industry. The strategy of having only one Financial Advisor in each office, though, has its challenges. One of these is that when the Financial Advisor leaves our firm or is terminated, it leaves the clients in the office without a Financial Advisor and, in cases where the BOA leaves too, without that relationship with Edward Jones. Our department is challenged with salvaging those relationships and living up to the promises made to the clients by our firm's representatives. The transitional representatives will fly to the branch location and fill in until a new Financial Advisor is hired or until the regular Financial Advisor returns from a "leave of absence." The Branch Transition Leaders provide a support system for BOAs in transition from day one until the day the transition ends. Q: What year did you start at Edward Jones? What year did you start in your current position?
A: I started at the firm in 1993 and took this position in 2006. Q: What did you do prior to joining Edward Jones?
A: I left a position in sales before coming to Edward Jones. I sold industrial maintenance supplies and products such as welding rods, fasteners, drill bits, etc. My territory was the eastern half of Missouri. Q: Are there any memorable experiences you'd like to share that encapsulate or typify what it’s like to work for Edward Jones?
A: There are too many to count. I trained new Financial Advisors at Edward Jones for seven years. What I've learned is that we are a company that attracts quality people that care about each other. You spend 10 days in training classes with new Financial Advisors and it seems like you've known them for years. I've been invited to many weddings and way too many dinners and lunches with the Financial Advisors I've worked with. Rarely will one come in town without reaching out to say “hi” to or offer a lunch invitation. Q: Describe the culture at Edward Jones and how it’s different from your previous job. What is unique?
A: There is NO comparison. The company I worked for is no longer in business. It was set up much like Edward Jones in that they flew the new salespeople up to Cleveland for a week of training and then sent them back to their markets to do their job. That is where the similarities end. I met nobody in Cleveland that I spoke to after visiting. There was no feeling of belonging to something bigger than my little office at home. I don't know how it was in the home office, but as a salesperson, I was on my own. At Edward Jones, you will always feel part of a great company. The home office provides one of the most comfortable work environments I can imagine. I work next to friends every day. I enjoy coming to work and I know that my leaders will support me and go to bat for me both professionally and personally whenever needed. Q: One area Edward Jones prides itself is enabling our associates to maintain a strong work-life balance. How does this approach impact you?
A: In 13 years, working in seven different departments, I've never faced any resistance or pressure when it comes to needing some personal time to tend to family or personal issues. I've been allowed to make all of my children's parent teacher conferences, breakfasts with dad, school plays, etc. I've also been very involved with Junior Achievement, teaching 2-3 classes per school year in local public schools. Every leader I've had has always supported that which is great because I've been able to teach my own kids' classes the last 4 years. Q: What does the firm being a partnership mean to you?
A: If I had a dime for every time I've heard the phrase "we trust that you'll think like an owner" as the answer to "what's the policy on this?" I'd be a rich man. Being a partnership fosters a feeling of being trusted to make good decisions and to benefit from the positive results that may come. The associates get it. This is our firm. From the ground up, it's what we make of it. In every role I've ever had I felt like I owned the job. I've never felt like I had someone staring over my shoulder. I'm trusted to make good decisions, work hard, be dependable and help our firm be successful. Q: Before you came to Edward Jones, what did the name mean to you? And after you came on board?
A: I was already pretty familiar with Edward Jones, as I had several friends already working here and all were recruiting me to join them. Everything they told me then is still true today. Edward Jones is a great place to work. You are free to and encouraged to take your career in any direction you desire. Leaders do not lock their top associates to their desks, for fear of having to replace them, but rather support their development and share opportunities for new challenges with their associates. Q: Articulate the spirit of volunteerism that exists at Edward Jones. How have you been involved and what was that experience like?
A: There are many opportunities to volunteer at Edward Jones. There are a variety of committees, sales promos, serving in the community, associate activity committees, etc. I've been able to participate in many of these from working promos, volunteering to work in short handed departments, serving on the Habitat for Humanity Committee, teaching Junior Achievement in local schools, participating in the Diversity Awareness Program, fundraising for United Way, and my personal favorite, organizing the Edward Jones Fishing Tournament. The experience in all of these activities is the same. You get to meet other great associates and leaders and, with some of these, you get to help others in and around your community. In everything I do, I know I represent Edward Jones, which also adds a sense of pride while I'm working on the project. It's nice to be able to tell someone where you work and always get a positive response. We have a great image in our community. Q: Do you think Edward Jones has taken good care of you in terms of overall compensation package, including medical benefits, vacation time, retirement planning and salary?
A: Yes. The benefits are outstanding. Like many things, good things come to those who wait. I like the structure that Edward Jones has with regard to compensation. We don't overpay on the front end of an associate's career. I think the salaries are fair in the beginning and gradually begin rewarding those associates who want to be here and who are top performers. Quality associates with positive attitudes are treated very well by the firm. I also feel very secure with the retirement benefits I've slowly been accumulating here. My wife and I both know we'll retire comfortably when we decide to leave Edward Jones. Q: Do you feel there are opportunities for advancement and greater income potential at Edward Jones?
A: Yes. There are always opportunities to move forward. The nice thing is that your growth is supported and encouraged. Applying for a new position has never been held against me. Many times, my new positions have been pointed out to me by my current leader. Q: Do you feel you are rewarded for taking initiative and “going the extra mile” at Edward Jones?
A: Yes, I have always thought the leaders do a good job of identifying those associates that do more than just "their job" at Edward Jones. You're rewarded with bonuses, limited partnership offers, and simple thank you's. I think taking initiative and taking ownership of projects and tasks is the best way to move ahead in this firm. Q: What qualities do you think a person needs to have to succeed in the home office environment?
A: You have to understand that you're part of something, in other words be a team player. You have to be flexible and adaptive. Whether you want it to or not, the environment around you will be ever-changing. You need to be responsible. Associates at Edward Jones are expected to know their responsibilities and are given the freedom to work on them without direct or constant supervision. Q: How do you see your future at Edward Jones unfolding?
A: I really have no idea. I'm enjoying my newest role in the OIT Department and could see myself staying here for many years. On the other hand, I'm in my seventh position at Edward Jones and if I was asked to take on something new or found another opportunity that excited me, I'd have no concerns about working in another area. I've worked with great people in every department I've been in. Q: As you go through your daily activities, how do you know you've achieved success at Edward Jones?
A: That's always a hard question to answer. I guess my biggest concern each day or week is making sure my general partner feels like I'm doing a good job as a leader and representative of his department. Equally as important to me is trying to do the best job I can for the team leaders and associates for whom I'm responsible. Success to me is anytime that I feel I've made a positive impact with any of these individuals or the department in general. Q: There are very few offices at Edward Jones, with nearly all the firm's leaders located in cubicles. What does this structure mean to you?
A: It speaks to the "partnership" culture at Edward Jones. Any associate can feel comfortable approaching any leader or general partner. Most leaders do not have walls or doors or "gatekeepers" protecting them from visitors. I think Edward Jones does a great job of selling the "open door policy" since we have NO doors! Another great benefit of having the leaders sitting right next to the associates in cubicles is that they remain near the daily work. It's much easier to keep your finger on the pulse of your team when you can literally reach out and touch them. Offices form a barrier for this type of relationship. Q: How has the firm supported your professional growth via training opportunities?
A: We have a large amount of personal and leadership development courses that are not only offered, but regularly marketed to all associates and leaders. I have also had various leaders throughout the years that have provided me direct feedback on things I need to work on to improve as a leader. Q: Describe the training you received when you started.
A: We spent two days in New Associate Training. It included HR training, some history of the company, and even some advice on investing in retirement plans. Once in my eventual department, the training was one on one with a veteran associate for about a week. The training was very good. Q: What has the firm's growth meant for leadership opportunities?
A: One has led to the other. As we grow the number of Financial Advisors in the field, we have to grow the number of support people in the home office. As the home office grows, we have an obvious need for additional leaders at all levels. Most areas operate best with approximately 7-10 associates per team under one team leader. There are very few areas in the firm that are smaller today than they were five years ago. The opportunities are there for those who put forth the effort and maintain a positive attitude.
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