Taking a stand might clear your conscience, but doing so also might involve tough career decisions.
An adviser asks the ethicist about a wealthy biotech CEO referred to him, whom he would like to take on as a client but isn't sure he could adequately serve.
The best way to start is to make sure that both you and your client fully understand the conflict and its ramifications.
Getting stuck between clients with different goals is confusing and potentially dangerous.
Litigation over these agreements often favors the firm, but there are ways for advisers to protect their businesses.
This month's question comes from an adviser who wants to know if it would be ethical to ask an employee to stop bringing his "emotional support animal" to the office.
Wouldn't it be easier if financial advisers had to wear the logos of all the companies whose products and services they distribute?
There are several ethical breaches in this tale, and not all of them land at the feet of the adviser.
Can a retiree with a small practice join a firm without giving up her hourly clients?
There are some ethical considerations that deserve some thought before launching a non-financial planning business.
