Why “Crazy Service Goals” Beat “Crazy Growth Goals” Every Time

Why Most Firms Get Growth Goals Wrong

In the financial services industry, it’s easy to become fixated on client acquisition numbers and set crazy service goals. But this often leads to diluted service, advisor burnout, and short-lived client relationships. Many RIAs and institutions chase exponential growth at the expense of client satisfaction—and in the long run, that can cost more than it gains. Understanding this, firms with crazy service goals need to re-evaluate their strategies.

Mike Prior’s Radical Approach: Serve First, Grow Later

Mike Prior, CEO of Priority Financial Group, takes a different route. Rather than focusing on how many new clients they can acquire, his team zeroes in on delivering exceptional, high-touch service to the advisors, credit unions, and institutions they already work with. His belief? Outstanding service builds trust—and trust builds growth, a fundamental shift from pursuing crazy service goals.

How Service-Driven Cultures Create Natural Growth

When you lead with service, clients notice. In Priority Financial Group’s case, a commitment to going above and beyond has led to organic growth through word-of-mouth, referrals, and long-term partnerships. This kind of growth is sustainable and rooted in genuine value creation, not just sales metrics.

Takeaway for Financial Firms: Prioritize People Over Numbers

The big lesson for firms? Growth isn’t the goal—it’s the byproduct. While crazy service goals can attract initial interest, if you build a reputation for caring deeply, listening closely, and solving real problems, you’ll never need to chase growth. Your clients and partners will do the heavy lifting for you.

These insights are inspired by The Connected Advisor podcast featuring Mike Prior, CEO of Priority Financial Group. Listen to the full episode here and explore more articles in this series.