Winning With Culture

A Q&A with one of the industry’s best $1B+ RIA leaders: Josh Manifold, Principal at Compass Ion Advisors.

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Most advisory firms say culture matters. Very few can point to what that actually means in practice.

Culture is often reduced to values on a wall, perks, or recruiting language. Meanwhile, the real drivers of culture go unnamed: “what you reward, what you tolerate, and what you punish.”

This conversation is a grounded discussion about how culture shows up in hiring, service models, advisor development, succession, and long-term firm durability.

 

What We Cover

In this interview, we sit down Josh Manifold, Advisor and Principal at Compass Ion Advisors, to unpack how culture actually operates inside a growing advisory firm.

Not culture as branding. Not culture as slogans. But culture as decisions, systems, and expectations that compound over time.

  1. Why culture is defined by what firms reward and tolerate

  2. How hiring problems are often culture problems first

  3. What “humble, hungry, and smart” looks like in real advisory teams

  4. Why listening is a competitive advantage most firms never train

  5. How service quality is built through structure, not heroics

  6. What younger advisors need to develop trust and credibility

  7. Why equity conversations go wrong when they happen too early

  8. How culture influences succession, retention, and advisor longevity

WHO THIS IS FOR

A leader hiring, developing, or retaining next-generation advisors

Someone who wants culture to drive results, not just morale

A practice owner trying to strengthen culture as your firm grows

An advisor feeling friction but unsure whether it is structural or cultural

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“Culture is nothing more than what you reward and punish, not what you put in your mission, vision, and values statement.”

I work with advisors navigating moments of change. Hiring decisions, firm transitions, succession planning, and long-term structure.

I repeatedly see that culture is often the most important long-term variable.

This conversation exists to slow the conversation down. To replace vague language with practical insight. To help leaders understand how to mobilize culture more than huddles and pep talks.

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