Advice culture and remunerationBY GREG MARTIN | VOLUME 14, ISSUE 3 The psychology behind good and bad advice We are all motivated reasoners and our motivation is rarely simply financial. Life insurance commissions, much like Satan and the universe ... Get articles like this delivered to your email - Sign up for the free weekly newsletter  More Articles |
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SACHA BURCHGART
FOUNDER AND FINANCIAL PLANNING SPECIALIST
BURCHEART
FOUNDER AND FINANCIAL PLANNING SPECIALIST
BURCHEART
Though she initially tried, Sacha Burchgart couldn't escape the call of a career in financial advice; it just took staring down her own mortality to see what's possible when you do things differently. Jamie Williamson writes.
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Good, but too little and too late for all those whose lives have been severely disrupted by the blindness of ideology.
Great comment Sue Allen - sums up my opinion too.
The bigger question here Greg relates to the organisation having the right cultural and ethical frameworks in place first of all, and secondly, the right implementation process to practically apply the framework throughout the organisation
As we have seen from the Royal Commission there seems to be a disconnect in building a robust cultural and ethical framework that can be implemented from the top down throughout organisations
In 2016 we built a unique cultural and ethical framework in our organisation that was based on Kantian and utilitarian ethics and ethical decision making and comprehensively rolled this out to the leadership team and staff which doubled our NPS
I guess the lessons you learn from this are if you truly want to embed a culture into an organisation then you need the right training and induction framework in place to fully implement and embed culture and ethics into the DNA and self identity of individuals throughout the business