People Tools

What Is Your Hour Actually Worth?

Price your own hour, list where your week goes, and see which tasks someone else could do — and what it costs you to keep doing them yourself.

Your Year

Use the revenue that depends on you personally — the revenue that would leave if you did.

Revenue you produce or overseeAnnual, before expenses

Hours you work per weekAll of it — evenings and weekends too

Weeks you work per year52 minus vacation and holidays

Where Your Week Goes

List what fills a typical week. For each task, decide honestly: does it need you, or could a team member or outside help do it? The rows below are a sample; replace them with your own.

Task	Hours / week	Who could do it	Their cost / hour

What Your Hour Is Worth

—/hr

Hours a Week Someone Else Could Do

— hrs

Your Delegation Report

Every task ranked by what it costs you to keep doing it, and the first one to hand off.

Every Task, Ranked

Tasks someone else could do, ranked by the gap between your hour and theirs.

Task	Who could do it	Hours / year	Cost of doing it yourself

Your Week, by Who Should Be Doing It

What Handing It Off Adds Up To

Hours freed per yearEverything marked team member or outsource
Those hours at your hour value
What it would cost someone else to do them
Capacity you'd buy backYour value of the hours minus what it costs to hand them off

Illustrative. Your hour value is revenue divided by hours worked, and the capacity figure assumes freed hours go to work like the work that produces your revenue today. It is not a cash saving until those hours are used that way.

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Reading Your Hour Value

Every hour you work carries a price, whether or not you have ever calculated it. Dividing the revenue that depends on you by the hours you actually work gives that price. Once you know it, every task on your calendar can be judged by the same question: is this worth what my hour is worth?

The Hour Value Is an Average, Not a Wage

Your hour value blends the hours that produce revenue with the hours that only support it. That is the point. When an hour of paperwork is priced the same as an hour in a client meeting, the cost of keeping low-value work becomes visible, and the case for handing it off stops being a matter of preference.

Only Me Is a Short List

Most advisors mark more tasks as their own than they need to. A useful test for each one: if someone you trained did this well, would a client notice or care? Client relationships, advice and decisions about the firm usually pass that test. Scheduling, paperwork and much of meeting prep usually do not.

Freed Hours Only Count When You Spend Them

Handing off a task creates capacity, not income. The capacity figure assumes the hours go back into the kind of work that produces your revenue: reviews, prospects and relationships. Decide in advance where the freed hours will go, or they tend to fill with new low-value work.

Common questions

How do financial advisors calculate the value of their time?

A simple method is to divide the annual revenue that depends on the advisor by the number of hours the advisor works in a year. The result is an average value per hour, which can be compared with the cost of having a team member or outside provider do specific tasks.

What tasks should a financial advisor delegate?

Tasks that do not require the advisor's judgment or relationship are usually the first candidates, such as scheduling, account paperwork, meeting preparation, routine trading and marketing production. Client advice, key relationships and decisions about the firm generally stay with the advisor.

Is it worth hiring help if it increases expenses?

Hiring help increases expenses immediately, while the benefit depends on how the advisor uses the hours it frees. Comparing the cost of the help with the value of the advisor's hours, and planning in advance where those hours will go, makes the decision clearer.