Home Industries Financial Services Family culture, autonomy lead to successful growth at Edward Jones

Family culture, autonomy lead to successful growth at Edward Jones

By

Susan Shalhoub

-

06/23/2017

FAMILY FEEL: Edward Jones financial adviser John Leary talks with Susan Comeau, senior branch office administrator, at the company’s office in Barrington. / PBN PHOTO/MICHAEL SALERNO

Midsize companies, 1, Edward Jones Employees in R.I.: 54 John Leary, financial adviser and regional leader “I could talk to you for hours and it’ll sound like I’m recruiting you,” said John Leary, financial adviser and regional leader at Edward Jones in Barrington. A private company established in 1922, Edward Jones successfully straddles the line

Already a Subscriber? Log in

To Continue Reading This Article

Become a Providence Business News subscriber and get immediate access to all of our premier content and much more.

Learn More and Become a Subscriber

Critical RI business news and analysis updated daily.
1 year of print (26 issues).
Unlimited access to all subscriber only content on our website, on any device.
Free email alerts.
Annual Book of Lists Print Edition.
All special issues produced during subscription term.

Click Here to purchase a paywall bypass link for this article

PBN Branded Content

Understanding Breast Health: The Vital Role of Annual Screenings

Breast health is a critical aspect of overall well-being, and regular screenings play a vital…

Learn More

No posts to display

LEAVE A REPLY Cancel reply

Midsize companies, 1, Edward Jones Employees in R.I.: 54 John Leary, financial adviser and regional leader “I could talk to you for hours and it’ll sound like I’m recruiting you,” said John Leary, financial adviser and regional leader at Edward Jones in Barrington. A private company established in 1922, Edward Jones successfully straddles the line between growth – in Rhode Island, employees increased from 42 to 54 in the past year – and maintaining a family feel that keeps retention and morale high. “Our goal is to grow 7 percent a year, and we’re ahead of schedule,” Leary said. Headquartered in St. Louis, Edward Jones offices are individually operated, with a single financial adviser in each, and branch administrators. This not only sets up advisers to better benefit from the accomplishments of that particular branch, but allows for more personal service. Making the firm a great workplace involves the advanced, structured support network around the branches, which are given the tools and autonomy to do their jobs: choosing specialty areas and satisfying clients. Where the home office selects and assesses candidates, Leary said, the branch offices are generally the ones referring good candidates. After a hire is announced, the branch office takes over again, with employee volunteers, career-long mentors and coaches at their disposal. “A good portion is educating them on our unique culture … family taking care of each other,” said Leary, who, after work in large corporations, has been with Edward Jones for 14 years. “We try to make it feel like the small company that it had been. You have to keep growing to stay relevant. But you have to honor employees.” Honoring employees means ensuring they have a voice. Eighty percent or more employees respond to the company’s annual climate survey, which they can fill out anonymously, said Leary. But each branch has separate input opportunities as well, with things like marketing campaigns, core values, current goals or client matters decided at weekly branch meetings. “It’s best for the client,” said Leary of the company allowing its branches to run themselves. “It allows you to focus on the client, not working for an outside company.”