Financial Services Managers Association - FSMA

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Financial Services Managers Association - FSMA Financial Services Managers Association (FSMA) Fortitude

We shall remain Steadfast in all our undertakings.

We are fully committed to the Association’s Purpose & Objects and will endeavour to value add and enhance the agency building system that forms the basic foundation of the distribution infra-structure prevailing in our industry. We recognize that professionalism could and would deteriorate into quackery unless we as leaders; are always vigilant to maintain high standards of professional excellence that embraces Virtue and Honour. As such, while committed to excellence at all time, we shall be mindful of and guided by the four key Principles, the cornerstones that formed the basis of our Beliefs, Code of Ethics & Good Practices: – Fortitude, Sincerity, Magnanimous and Amiability. We shall exercise Patience, Perseverance, Courage and Moral strength in the face of adversity or affliction. Sincerity

As leaders, we must be willing and not feeling being coerced into what we have to do. We shall always be Passionate, exercise Integrity and be Upright in all our dealings. We shall be genuinely Honest and Truthful from the heart and complete absence of deceitfulness. Magnanimous

We shall be Generous and Honourable in our words and acts, Magnanimous in victory and exercising Humility in our failings. We shall be Kind, Forgiving and Respect the rights of individuals, and shall strive to promote Goodwill and provide Service to our fellowmen. Amiability

We shall be Affable and Empathetic as we recognise that harmonious atmosphere creates better understanding and higher achievement. We shall be Helpful, give Encouragement and be Compassionate to those who need our help and advice. Our Beliefs

Our Direct Distribution Agency System: –

We believe that it is probably the most effective distribution system, and that it’s through direct contact and “face to face” interviews with our clients that would enable us to acquire relevant and accurate information for us to provide them with the most appropriate and feasible recommendations suited to their needs and requirements. We believe that field agency leaders are the hearts and souls of our distribution system and its sustainability and perpetuity would depend heavily on the attitude of the leaders and their ability and willingness to generate not only genuine “Organic” but also healthy “Generic” growth in this agency based distribution system of our industry. Our Leadership & Our People: -

We believe that the Character and Quality of an agency is a Mirror Image of its Leader. As such, we shall endeavour to Lead by Example and be Role Models to our associates. Our actions should reaffirm our words and our deeds should reflect our beliefs and unwavering commitment to the success of our associates, the agency system and the industry. We believe in the principles of Servant Leadership, Good Governance, and Innovative Entrepreneurship. We believe that Detailed Planning and Proper Organization are essential for success and that Sincere Co-operation & Reciprocity have far more reaching effect than bitter rivalry, strife and destructive competitions. We believe in the proper and careful selection of our people to ensure that only those with the correct attitude and right attributes are invited into this noble, honourable and rewarding but highly demanding profession that requires full commitment and dedication in order to provide the best practices and services possible to the buying public. Our Professional Development: -

We believe that as field leaders, we ourselves must first be properly motivated and adequately trained before we can hope to impart the Knowledge & Skills or instil the Virtues into our juniors or associates. To remain relevant, we shall actively work to explore, discover and learn better ideas, reengineer and master new skills and be prepared to share the new found knowledge and know how with our fellow men. We believe that as leaders, we are responsible for the future of the people we brought in, the people who placed their faith and trust in us. We shall endeavour to nurture, guide and develop their full potential in the most appropriate manner possible. We shall ensure that they are taught to do the right things and to do things right. We believe this can only be achieved through quality training, supervision, coaching, mentoring and counselling. Code of Conduct & Ethics

Members of FSMA must always be vigilant to comply with the Constitution & By-laws, Rules & Regulations, Code of Conduct & Ethics of FSMA and any other rules & regulations or guidelines as set out in the other professional institutions that which the members may belong or be affiliated to. Members are also expected to be conversant with the MAS’ FAA Act (Cap110) and in particular; the Guidelines on Standards of Conduct for Financial Advisers with regards to: – Integrity, Objectivity, Confidentiality, Competency, Due Care & Diligence, Disclosure, Know Your Client, Conflict of Interest, Complaints, Compliance with Law. Members shall also endeavour to ensure that their associates and juniors are instilled with and mindful of the relevant Act, Governing Rules & Regulations and Guidelines on Best Business Practices so as not to bring ill repute to self or that could result in the public to lose confidence and trust in the Association, or the institutions they represent or the industry as a whole. Members shall observe and adhere to these moral principles in the conduct and management of their agency endeavours including business expansion and manpower growth. As proselytising practices and/or poaching activities are deemed to be unprofessional and detrimental to the healthy generic growth of the direct distribution agency system, members are warned against conducting such ill practices or unacceptable activities. Members are reminded that application of the highest ethical and moral standards shall be maintained and whenever any doubt should arise as to the right or ethics of our positions or actions, to resolve such doubts against ours

You were there. Now keep the moment. 📸Relive SMA 2026 and Power Talk 2026 — the celebrations, the stage, and the people ...
02/11/2026

You were there. Now keep the moment. 📸

Relive SMA 2026 and Power Talk 2026 — the celebrations, the stage, and the people who made both nights memorable.

You can now view and download the event photos here:
👉 https://fsma.org.sg/category/photo-gallery/

Find yourself, share your favourite moments, and tag FSMA so we can celebrate with you. 🎉

🤔 What's the hardest part of leading a team right now?Every agency leader knows the job changes once you are responsible...
31/10/2026

🤔 What's the hardest part of leading a team right now?

Every agency leader knows the job changes once you are responsible for other people's results. The challenge is rarely just one thing — but if you had to pick one, which would it be?

1️⃣ Recruiting the right people
2️⃣ Coaching performance
3️⃣ Keeping morale up
4️⃣ Finding time to lead, not just sell

Drop your number in the comments — . Your answer helps shape what FSMA focuses more on.

➡️ Explore FSMA membership: https://fsma.org.sg/member/

📚 Leadership Library — Marshall Goldsmith, What Got You Here Won't Get You There.Many agency leaders were promoted becau...
30/10/2026

📚 Leadership Library — Marshall Goldsmith, What Got You Here Won't Get You There.

Many agency leaders were promoted because they were outstanding producers. That is exactly why this book lands. 💡

The habits that made you successful on your own — doing it yourself, needing to be right, jumping in to fix it faster — can hold a team back once you are leading one.

The next level asks for a different skill set: 👂 listening more, coaching rather than rescuing, and letting others own the result, even when you could do it yourself.

That shift, from producer to leader, is one of the hardest in agency management. And it is rarely about working harder. 🌱

🤔 What is one habit you had to unlearn when you moved from producer to leader?

➡️ Explore FSMA membership: https://fsma.org.sg/member/

🎤 FSMA MEMBERS: LAST CALL FOR CONTEST ENTRIES!Ready to take the mic? Register by 28 October for your chance to be crowne...
27/10/2026

🎤 FSMA MEMBERS: LAST CALL FOR CONTEST ENTRIES!

Ready to take the mic? Register by 28 October for your chance to be crowned the next FSMA SINGS! winner.

🏆 The top 3 winners will receive vouchers worth up to $500!

Rather cheer from the crowd? You can still register as a supporter and enjoy the evening.

Join us for a fun evening of singing and good company:

📅 Thursday, 19 November 2026
🕠 5.30pm–9.00pm
📍 Cash Studio, Clarke Quay Central
6 Eu Tong Sen St, #03-21, Singapore 059817
🎟️ Free admission with registration; exclusive to FSMA members

Register now and be part of the night!

26/10/2026

Your team does not have a recruitment problem. Your agency has a recruitment system problem. 🛑

Calvin Lee opened his FSMA Power Talk with a question that is uncomfortable for most leaders in the room: do we actually have a system to do recruitment? Not a list of names, not a manager who happens to be motivated this month — a repeatable process that still runs when nobody feels like recruiting.

His reasoning is direct. If you are a director or a manager without a system, you cannot reasonably expect your team to recruit for you. The expectation is bigger than the structure supporting it. Without structure, recruitment depends on individual effort, which is exactly why it feels challenging every single time.

That distinction is the whole point. A system survives a quiet quarter. A habit does not. A system can be handed to a new manager and executed. A habit can only be modelled, and only by the person who owns it.

Before asking your team to recruit harder, answer one question yourself: what would a new manager follow on day one if you were not in the room?

👇 Does your agency have a documented recruitment system, or does recruitment still run through you personally?

Patrick Lencioni's "The Five Dysfunctions of a Team."Lencioni didn't write a textbook. He wrote a story about Kathryn, a...
22/10/2026

Patrick Lencioni's "The Five Dysfunctions of a Team."

Lencioni didn't write a textbook. He wrote a story about Kathryn, a new CEO who takes over a company where the executive team smiles in meetings and stabs after them. Six months to turn the business around. No authority she can force anyone to accept.

What she discovers — and what Lencioni has argued ever since — is that team failure isn't one problem. It's five, stacked:

1️⃣ Absence of trust — people won't be vulnerable, so they hide mistakes and struggles
2️⃣ Fear of conflict — because there's no trust, debate gets banned; everyone performs agreement
3️⃣ Lack of commitment — without real debate, people can't truly buy in, so decisions stay half-made
4️⃣ Avoidance of accountability — half-committed people don't call each other out
5️⃣ Inattention to results — and finally, egos and personal careers outrank the team's outcome

Lencioni's key line is that the pyramid only works bottom-up. You cannot ask for accountability from someone who isn't safe enough to say "I got that wrong." Trust, in his telling, is not an analysis — it's a decision to let people see you imperfect first. And he put the whole job of a leader into two words: leadership and love. Caring enough about your team to demand more of them.

Everything else — the meetings, the dashboards, the bonuses — is decoration.

So the Lencioni question for your team: when was the last time someone in your leadership meeting said "I don't know," and nobody used it against them?

Ever feel that managing people can be harder than hitting your own targets?One day, you're focused on your own performan...
18/10/2026

Ever feel that managing people can be harder than hitting your own targets?

One day, you're focused on your own performance. The next, you're responsible for recruiting, coaching, motivating and helping an entire team succeed.
It's a different challenge altogether.

And the truth is, leadership is something we continue to learn throughout our careers.

Sometimes, the most valuable step forward is learning from people who have faced similar challenges and discovering a better way to lead.
That's why professional development and sharing among industry peers matter.

At FSMA, we're here to support agency leaders in their journey to grow, learn and lead.

Ready to take the next step in your leadership journey?

Explore FSMA's education programmes:
https://fsma.org.sg/education/

16/10/2026

You don't have a referral problem. You have an observation problem. 🛑

Most agency leaders wait for names to be handed to them, then pitch the opportunity before they have understood the person. Augustine Seah runs recruitment the other way around, and he shared that playbook at our FSMA Power Talk.

Three moves that separate a recruiter from a team builder:

📸 Read the person before you pitch. Hand him a screenshot of a candidate's Instagram and he can tell you whether that person is a D, I, S or C — and from there, how to engage them and how to get to know them.

🤝 Know when to let go. If someone is not ready to open up to you, that partnership will not work in this season. Recognising that is a skill, not a failure.

👀 Recruit from what you see. Excellent service at a restaurant is a hiring signal. No "have you ever thought about this line?" — that question exists to be politely declined.

The direct ask is stronger: I want to recruit you. Let me buy you coffee.

👇 Where is your current hiring effort coming from — referrals you wait on, or people you actively notice?

Three questions before your next Monday:1️⃣ What did I do this week that only I could do?2️⃣ What did I do that someone ...
14/10/2026

Three questions before your next Monday:

1️⃣ What did I do this week that only I could do?

2️⃣ What did I do that someone on my team could have done — if we'd built the system?

3️⃣ What have I been avoiding because the conversation is uncomfortable?

If the answer to #3 was "the performance conversation", or "the one about my best performer who's quietly checked out" — you're not dealing with a time management problem. You're dealing with leadership.

The most expensive thing in an agency isn't an unproductive hour. It's the conversation a leader keeps postponing. Every week you wait, it doesn't get easier — it gets more true.

Which one are you putting off? 👇

FSMA SINGS! 2026 — THE STAGE IS YOURS!Think you can belt out a song or two? Step up, take the mic and show us what you’v...
12/10/2026

FSMA SINGS! 2026 — THE STAGE IS YOURS!

Think you can belt out a song or two? Step up, take the mic and show us what you’ve got! 🎶

And if singing isn’t your thing — come cheer, connect and enjoy the night! 👏

📅 19 November 2026 (Thursday)
🕕 5:30 PM – 9:00 PM
📍 Cash Studio, Clarke Quay Central, Singapore
🎟️ FREE for FSMA Members
⏳ Register by 28 Oct 2026

🏆 Top 3 winners stand to win up to $500 worth of vouchers!

Who will be FSMA’s next big star?

Come sing and cheer, and be part of the fun!

Address

Blk 164 Bukit Merah Central #04-3621
Singapore
S(150164)

Opening Hours

Monday 09:00 - 18:00
Tuesday 09:00 - 18:00
Wednesday 09:00 - 18:00
Thursday 09:00 - 18:00
Friday 09:00 - 18:00

Telephone

+6565576402

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