Why a purpose-driven practice has become a durable advantage in wealth management

This article was originally published on InvestmentNews in their Expert Advice section on January 7, 2026.

By David A. Pickler, President and CEO of Pickler Wealth Advisors

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At a moment when confidence in institutions is fragile, wealth advisors who lead with a clear purpose—and live it consistently—are finding that trust still compounds.

When confidence in institutions wavers, trust does not return through slogans or positioning statements. It is rebuilt, slowly, through authenticity—through alignment between what leaders say and what they do.

That distinction has shaped how David Pickler, CEO and president of Pickler Wealth Advisors, defines leadership, culture, and client relationships. Purpose, he argues, is not a communications exercise. It is the operating system that governs behavior. “Purpose defines the why, once you understand the why, the how is easy.”

The idea is simple but demanding. In moments of uncertainty, markets respond less to promises and more to proof. For advisors, that means clarity about who they are, why they exist, and whether their actions consistently reflect those answers.

Purpose as an operating system

Pickler draws a sharp line between purpose and platitudes. Purpose, he said, is not a framed values statement or a brand campaign. It is the internal force that powers decisions. “It’s more than a centrifuge, It’s the heart within each of us that powers everything we do.”

At Pickler Wealth Advisors, purpose is articulated through a clear value proposition: “Our family delivering solutions for your family.” That message, Pickler explained, is only meaningful if it is visible in daily behavior.

“You must walk the talk,” he said. “Your messaging has to reflect who you are.”

That alignment matters because clients are not evaluating firms solely on products or performance. They are assessing intent. “People don’t work with you, don’t invest with you, don’t do business with you because of what you do,” Pickler explained. “It’s because of why you do it.” In a crowded advisory marketplace, where offerings often appear interchangeable, purpose becomes the defining differentiator.

The bedrock principles behind the why

Pickler’s framework for purpose is grounded in what he describes as five Bedrock Principles. These are the values that define the why behind the business:

• Power of the Possible

• Perseverance

• Passion

• Integrity

• Discipline

These principles, he said, are not aspirational. They are intrinsic values that must be genuine to be effective. Without them, alignment fractures and clients notice. “When your business reflects purpose, you have alignment,” he said.

Turning purpose into practice

Purpose, however, must translate into action. Pickler frames that translation through nine Pillars of Purpose, which guide how the firm shows up for clients and communities:

• Trust

• Peace of Mind

• Problem Solving

• Advocate and Partner

• Order and Control

• Objectivity

• Navigate Life

• Educate and Counsel

• Main Street Values

“When you look at those nine pillars, they help us each and every day to take the concepts and manifest them in our daily lives,” he said.

This structure allows purpose to move from philosophy to accountability, turning values into repeatable behaviors that clients can experience, not just hear about.

Trust, earned and tested

Trust, Pickler noted, is often invoked casually, even as it is frequently abused. It takes time to build and seconds to lose.

“Trust is something that’s earned over time,” he said. “It’s about being consistent, about being authentic, about being genuine, about your word being your bond.”

Consistency, he added, is what gives trust its weight. The smallest daily actions—how a firm communicates, follows through, and treats people—are what allow trust to scale.

“When you combine a purpose-driven approach to business with true authenticity, that engenders trust,” Pickler said.

At Pickler Wealth Advisors, that commitment extends beyond clients. For more than a decade, the firm has dedicated over 10% of its gross revenues to direct investment in the community through charitable contributions, sponsorships, engagement, and programs—a figure confirmed by the firm.

“It is far more important to be significant in the lives of our clients, team, and community,” Pickler said. “That’s why we invest in those three areas so heavily.” Authenticity, he added, is visible and transparent. “When you are truly engaged in your community, people understand it and they see it, If you say, ‘This is what we’re all about,’ and you do it consistently, day after day, people say, ‘You are who you say you are.’”

Citizenship as a business mandate

Pickler connects this idea of trust to a broader view of citizenship that extends beyond formal public office. “I would take that to a different level and call it engaged citizenship,” he said. “To be a citizen in a republic, we have responsibilities to be involved.” Voting, he emphasized, is essential. But it is not sufficient on its own. Community involvement, education, and service are equally critical to sustaining a democratic society. “Public service is often viewed solely as elected office,” Pickler said. “It’s not.”

That belief underpins Pickler’s strong commitment to public education, which he sees as foundational to preparing future generations for global competitiveness and civic engagement. “Democracy demands an educated citizenry,” he said. “We cannot have our representatives bear the full burden. It takes all of us.”

The mindset, he noted, starts early. “Parents are the first teachers,” Pickler said.

Redefining the scorecard: success versus significance

The final, and perhaps most challenging, theme in Pickler’s thinking is his reframing of success itself. “It is far greater to be significant than to be successful,” he said. “Success is fleeting. Significance is eternal.”

The distinction, he added, is not semantic. Significance forces leaders to examine whether professional achievement translates into meaningful impact. “By definition, you cannot be significant and not also be successful,” Pickler explained.

For advisors accustomed to measuring performance through assets under management or revenue growth, the question becomes more personal: Do those numbers reflect better outcomes for clients and communities? For Pickler, purpose, trust, and significance form a closed loop. It begins with clarity, demands consistency, and ends with accountability. “At the end of the day,” he said, “it all starts with understanding your why, and then living it.”

Source & Original Publication

InvestmentNews Expert Advice: "Why a purpose-driven practice has become a durable advantage in wealth management"