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Transcript

How to Achieve Success in 2 Steps · The Perfect RIA

0:42
Jamie Shilanski: Ever meet somebody who's got a wishbone
0:44
where their backbone ought to be? Well, then this podcast is
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going to be for you, because we are going to talk about how we
0:50
rise above challenges and what makes the difference between
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people that are optimistically successful and people that just
0:56
sit around all day long dream scrolling and thinking that they
1:00
can wish themselves into success. Welcome back TPR
1:04
Nation. This is Jamie Shilanski, in an episode of Worlds to
1:06
Conquer. And first massive shout out to all of my southerners out
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there. You guys have the world's best expressions. Every time I
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talk to a Southerner, I need to put myself on pause and just
1:17
listen the whole wishbone backbone if the creek don't
1:22
rise, because all that employees, good worker, but
1:24
sometimes meeting the guild the lily. I mean, everyone knows a
1:27
bless your heart. I grew up knowing that as a big joke, but
1:31
man, is just the tip of the expressions that the South comes
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up with. I've never seen anywhere else. I absolutely love
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it. No other region in America wraps an insult inside of a
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compliment. It makes it sound so pretty. Everywhere else us
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northerners, we just tell it like it is straight shooting,
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right? So what prompted this conversation? Well, a lot of
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times, when I talk to people, they say, Wow, I can't believe
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you can do everything, and you know you're so successful, and
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all of these things, how do you manage your time? How do you
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manage your day? And there starts to be this misconception
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that people that are successful are somehow smarter, faster,
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better than everyone else. No, no, I am made up of the same
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fiber. The people that I know that sit in the echelon of
2:13
success, they are made up of the same fiber too. But we have two
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things incredibly in common when you want to achieve success.
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There are two characteristics that really differentiate. In my
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mind people. There's people that dream about success, and those
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two characteristics are optimism and grit. Optimism and grit. So
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let's talk about the theory of optimism. Optimism isn't just
2:37
cheerleading. My baby brother, Micah Shilanski And I used to
2:40
get into this a lot, because he's very pragmatic, he's very
2:43
logistical. We are a great combination, because he brings a
2:48
lot of decisive discernment to things, and I bring a lot of but
2:52
what if it could happen? Let's see what the possibilities are.
2:54
Let's just try, you know, and that kind of thing. And when we
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were first starting out our careers, he he would just be
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like, Oh, you're just such a cheerleader. You're just always
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seeing the positive. But I do, and there's a place and a time
3:05
for that. I'm not saying that. You know, unicorns are going to
3:08
start flying. I just got an argument with my four year old
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niece. I told her, we went to this festival, and I took her
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around to see the little Shetland ponies that they have,
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and she got to pet the pony. And I was talking to her about a
3:18
couple days later, I said, Yeah, remember, we went to the
3:19
festival. You got to pet the pony. And she goes, No, there
3:23
was no pony. And I was like, yes, there was a pony. And she
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said, No, there was only a horse. And I said, No, that
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little thing that was like your size, it was a pony. And she
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said, No, they don't have the point on their forehead. She
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thought ponies were unicorns, because that's what she's seen
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on TV. I love how she stood her ground on this. It was
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incredibly cute woman. No point on its head. It's not a unicorn.
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I did not see it.
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All right. Now, you don't have to go around believing that
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ponies are unicorns to be optimistic. Rather, you could
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just believe in the possibility of these things. Now, belief
3:56
isn't just enough, though. You can't walk around wishing for
3:59
things to happen. The difference between a wish and a goal. It's
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a plan. It's a plan. Show me your plan to make these things
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happen. And I truly believe they can become they can become
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reality. You can make those things happen not by wishing
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them into existence, but rather working towards achieving them.
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And so as a galvanizer in different organizations that I
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work with, especially in our RIA Shilanski and Associates up in
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Anchorage, Alaska. I want to find people that maybe, you
4:24
know, I would love them. I would love them all to have some type
4:27
of miraculous skill set that I could just hire them right off
4:31
the street and put them in a role and they're going to excel
4:34
at. But I've never once seen that be the case. And you know,
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I get asked this, especially at conferences, people say, Hey,
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how are you finding talent? Which is a comment I absolutely
4:43
love, because when you say the word talent to me, I'm going to
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imagine, you know, Ringling Brothers, big circus, Tencent,
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you know, bringing out the talent, the oddities and things
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like that. That's just what pops up into my mind. I'm very visual
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that way. I don't think that you can hire rock stars. Maybe you
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can, maybe you can. There are anomalies out there, everywhere.
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For the most part, in my experience, I've had to train
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those rock stars, and training them is a lot about believing
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that they are capable of these things. I will never ask an
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employee in any organization across any industry to do
5:14
something. Wait, hold on pause, except for if it's medically
5:17
related, I'm not going to go do surgery. But for the most part,
5:21
I don't ask employees to do something I would not be willing
5:24
to do myself. If I've asked you to do this work, it is because I
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believe that you can get it done. If I do not have faith, if
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I do not have belief that you can do this, that you are smart
5:34
enough and capable and confident enough to do this work. I'm not
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going to ask you to do it, because I'm not in embarrassing
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people and setting them up for failure. I don't like to see
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people do that, but I do like to see people succeed, and
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sometimes, especially if you're a galvanizer, especially if
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you're that leader of that organization, if you are the CEO
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of your own company, if you're a financial advisor out there
5:55
right now, listening, and this is not something that you do,
5:59
well, go hire somebody else to galvanize your troops. Because
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what you might do well, like my baby brother Micah shilanski, is
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really see the innovation. He can really see the past and the
6:08
processes and what has to happen. Now, one of the things
6:11
that I do really well is I can understand the mission, and I
6:14
can, if you show me all the steps that have to take place, I
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can start peppering in different ideas and thoughts about like,
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oh, wait, actually, hold on. This isn't gonna work this way.
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We need to do it that way. But then I can really rally, get the
6:27
troops and get everyone on board. I hope you are picturing
6:30
Braveheart running up and down the horse line right there. They
6:34
will let her take our freedom. See, I told you, I'm so visual
6:37
in my head, and no, I don't have ADD but if you don't have a
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galvanizer, and you tend to be more pragmatic, and you're
6:43
thinking, go hire somebody else, because what's going to happen
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is you're going to get incredibly frustrated. You're
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going to get so frustrated with your entire team, because you're
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going to understand what needs to happen, you're going to lay
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out a process. You're not going to give them any why concept.
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You're not going to make them believe that it's possible to
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achieve these things, and then later you're gonna say really,
7:05
really jerk comments like, Do you have a brain? Are you
7:08
capable of thinking? How come you didn't give me this
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particular outcome? And if you make those type of comments,
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that's not going to inspire people to achieve more, that's
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going to have them hitting, indeed, every night when they're
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looking on their list to see if there's another job out there.
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And today in this country, in the United States of America,
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and to my friends across the pond in the UK, we have a labor
7:30
shortage. We have a skilled labor shortage in both blue and
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white collar industries. So if you think your employees won't
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leave you for the prospect of something better living in
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fantasy land, it can and it will happen. Now this is not what I
7:42
am referencing. I am not meaning that you need to go in every
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single day and say, hey, you know, what can we do for you
7:48
today? Do you need more time off? Do you need more gentle
7:51
parenting and employment role? Do you need lunches brought in
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for you? That is not what I'm saying. I am a big, big fan of
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radical candor and constructive criticism. In fact, I was just
8:01
talking to one of our Gen Zers that we onboarded an incredibly
8:04
bright young man, but he's in a brand new career for him. He
8:07
studied in the sciences industry and anatomy and stuff, and so
8:11
now he's learning everything he needs to know about finances.
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And I have corrected him on this one little thing constantly and
8:17
habitually several times. And the reason that it's so
8:20
important to me to correct him on this, and I told him, I said,
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Listen, I know that. I keep bringing it up to you, and I'm
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going to keep bringing it up to you until you decide to make a
8:29
change, and I'm going to bring it up to you publicly. Why? Why
8:33
does it matter if I don't correct this every single time I
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see it? Two things are going to happen. One, you're going to
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think it's not that big of a deal. You're going to think it's
8:42
not that big of a deal, and you're going to continue to
8:45
continue to do it. Two, you are going to start thinking in your
8:48
mind, oh my gosh. She's in that kind of mood. She's just being
8:52
the B word today. She's just being fussy today. Whatever
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those concepts are, if I let this go and do not correct you
8:58
every single time, that is the only pathways your brain is
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going to think it's okay to do this, and she only corrects me
9:04
when she's in that type of mood. Now, why do I do this publicly?
9:07
The first two times I did it privately, I'm a big fan of
9:10
that. I will bring you in and I will, you know, we always talk
9:13
about scolding private praise in public. I'll bring you in and
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I'll say, Hey, listen, this is what's going on. This is what I
9:20
see. Could you please correct it? And in this case, it was
9:23
just something in this gentleman's wardrobe, he is of
9:26
the age where they all have 1000 keys on their key chain going to
9:29
things they probably don't own anymore or have any idea what
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they go to. And it is on a long and dirty lanyard, and that
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lanyard has a bunch of pens. And so where does this go if you
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don't, if you don't carry a man's purse, it goes inside of
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your pocket. And do you want it up and have that whole thing
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sitting in your pocket? No, you have a lanyard draping down your
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pants. And when you are walking around my office and you are
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presenting yourself as a financial professional and you
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are choosing to dress like a janitor, I'm going to have a
9:57
problem with that. Now, if you want to be a janitor, that's a
10:00
noble profession. I don't care. Go do that job. But if you're
10:04
going to come into my conference rooms, if you are going to be
10:07
meeting clients, I don't think you should have a lanyard going
10:10
down your business sucks. And so the first two times I told them,
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I told them very privately, I said, Hey, you're doing this.
10:17
Here's what it means, here's the representation you're giving.
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And I think that you need to correct it also, when you have
10:23
your keys in your hand, or your pocket. For gentlemen, it's the
10:26
pocket most of the time. But women, when we have our keys in
10:29
the hand, what are we signaling to the person that we are
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speaking with, that we're going to depart, that we want to
10:35
leave, that we you've caught us in the middle of something in
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which we are about to escape from, and so we want to be
10:41
conscientious of these signals. Now he wasn't correcting it. So
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then I escalate, and I started bringing out in front of his
10:48
peers and his coworkers. And then finally, we went through
10:51
his etiquette class. And I'll tell you all about this amazing
10:54
etiquette class. I think it's great if you have any
10:57
professional that has not had a business professional etiquette
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course, you need to listen to that episode because it's going
11:03
to be impactful. I did it for the young professionals in my
11:06
office that are under the age of 30. But man, if it didn't
11:09
resonate with my 40 to 45 year olds tremendously. There were
11:13
things that they just didn't know about, proper business
11:16
etiquette, and I'm not talking about manners. I'm not talking
11:19
just about how we set the table. These are different things that
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happen in a business environment, and what they mean,
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and how to be conscious of them. So make sure you listen to that
11:28
episode, especially if you're raising young ends, if you've
11:31
got young professionals. And I would say at this time, anyone
11:35
under the age of 60 is going to be in that category to listen to
11:38
this. So as I began to talk to him about this, he showed up at
11:41
this business dinner with his lanyard, with his janitor piece,
11:44
and so I literally called him out in front of it, in front of
11:48
the whole party. And it wasn't that I hadn't brought this up
11:51
several times, and then I told him. I said, Hey, if I don't
11:54
correct you on this, if I don't bring it up every single time I
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see you doing this, then you're only gonna think two things.
12:00
You're gonna think it's okay to do, because clearly you think
12:03
it's okay to do because you're doing it again. Or two, you're
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gonna think I only do it when I'm in a bad mood. I'm not in a
12:10
bad mood, I'm in a great mood, but I have to keep correcting
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you. And he said, You know what, I never thought of it that way.
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Yes, okay, thank you. I'm done doing this will not happen
12:19
again. And you know what? I trust him that it's not going to
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happen again. And I think it's so impactful that, and I don't
12:26
care if he's doing it in his personal life, when he's going
12:29
to sporting events, he's doing other things. I sure as heck
12:32
care when he's in a three piece suit and he's showing up for
12:35
business function. I really do care how we present ourselves.
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Matters. It does. I am just as smart as I am in a dress as I am
12:42
in jeans, at a hoodie, sitting by a bonfire, drinking a blonde
12:45
beer. But you know what? Nobody's writing a million
12:47
dollar checks at that bonfire. Nobody's doing it when I'm in my
12:51
hoodie. How we present ourselves matters if you think it doesn't,
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if you think it doesn't matter to your respective audience, do
12:57
you go see your heart doctor? And cardiologist. Words matter.
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Words matter. We want to make sure that the professionals that
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we are trusting, because this isn't just about exchange money.
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This is about trust, that we are trusting, hold themselves to a
13:10
certain caliber. Do you all remember? Of course, you
13:13
remember when Sarah Palin shocked the entire country by
13:16
getting selected for the vice president nomination. There was
13:19
this amazing article in Psychology Today, and it said
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Sarah Palin is just like us, which is why she'll never win
13:25
the vice presidency, which is why they wouldn't go on to win
13:28
the presidency at that time. And this article, you know, my big
13:32
takeaway from it was that it talked about how she was so
13:35
relatable, how she was your aunt, she was your neighbor, she
13:38
was a politician next door. Now what most of you may or may not
13:41
know is I live in Wasilla, Alaska, and was Alaska is used
13:44
to be home in the Iditarod, and now I tell people, hey, it's my
13:47
Sarah Palin, and that instantly resonates and puts a memory
13:50
together for them. And Sarah Palin started out doing
13:53
different political things here, and she was our mayor, and guess
13:56
what? She was a good mayor. She was good mayor. She was a great
14:00
governor. She ended up giving up the governor's seat because
14:03
their office got so flooded with phone calls from Associated
14:06
Press and different journalists and media, they couldn't get any
14:09
state work done. And so she did end up giving up that position
14:13
and moving on to someone else. I don't know if that was the right
14:16
political move. I would have told her not to do it and showed
14:19
tenacity to stick through it, but I was not her political
14:22
advisor, nor anyone else's. But it really, she really was a
14:25
kitchen table politics kind of leader, and that resonated for
14:29
this small town community and this small town state, because
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Alaska might be the largest state that we have in the union,
14:35
here in the United States, but we've only got around 700,000
14:38
people. I mean, that's not a lot of people. In fact, one person
14:41
who worked for the government census, he said that if you took
14:45
all the people in Alaska and you shoved them into one part of the
14:48
state so that they all lived, you know, relatively the same
14:51
area, and gave each person who was a resident one acre of
14:54
space, it would take up less than 2% of the land in Alaska,
14:57
because it's different up here. It takes a different type of
15:00
grit to live up here. It takes a different type of resiliency,
15:04
and it has and you really can't like city life, and you don't
15:07
like the sort of those urban things happening, and you have
15:10
to be okay with that. There's something that you have to
15:13
compromise to live off of the land and to be in this type of
15:16
environment. And not that we don't have stores, but a lot of
15:19
our stores run very low on stock, and so we have a higher
15:22
rate of subsistency here in the state. When we hunt and fish,
15:25
it's to put it up for the winter. It's to make sure that
15:28
we have supplies that will last us through the winter. So this
15:32
is just different than most people are used to. In fact, one
15:35
of the reasons that I think that Alaskans live in Alaska so long,
15:38
besides the landscape and the culture and the communities, is
15:41
so that we can tell everyone else just how tough we are. So
15:44
when I talk to you about employees and making sure that
15:47
you believe in them and optimism. Trust me, I'm not
15:50
coming from a place that's like, hey, gold stars for everyone.
15:53
Everyone gets a trophy. That's not how we operate. That's not
15:56
how we think up here at all. Not everyone gets a trophy, not
16:00
everyone gets a reward, not everyone gets promotion, not
16:02
everyone gets a pay raise. Why? Because you're not all doing the
16:06
same amount of work and you're not all showing up with the same
16:09
amount of effort. And so when we look at our organization, you
16:12
can be optimistic and critical. Those two can be very, very hand
16:16
in hand. A lot of leaders have a hard time with this, because if
16:19
you are a super optimistic person, chances are people
16:22
always say how nice you are. And when somebody says, Wow, that
16:25
person is so nice, I hear that and I cringe inside, because
16:28
what I hear is that person is concerned about your feelings.
16:31
They are too delicate in the way that they speak to you to
16:34
actually deliver the type of candor you need in order to
16:37
succeed. Nice people seldom ever tell you what they really think,
16:41
because they are so wrapped up and emotionally involved in your
16:44
feelings that they forget that they should be there to support
16:47
and help and guide you and point out when you get things wrong,
16:51
because every single day of my life I'm not getting things
16:54
right, and I've got really trusted people to be like, Hey,
16:57
Jay, you completely screwed the pooch on. You completely messed
17:00
that one up. You kind of stuck your foot in it, etc. Now,
17:03
luckily, I've got those type of people in my life that give me
17:06
that feedback and remind me when I do something wrong, but they
17:10
also give me grace to get it right, because I'm not going to
17:13
be wrong about something and then bury my feet in the ground
17:16
and not recognize the role I had to play in it. And so when I
17:19
misstep, and it happens, I messed up a lot, when I messed
17:22
up, when I say the wrong thing, when I speak out of turn, when I
17:25
deliver the wrong process or give somebody the wrong details,
17:29
I take accountability for it. Now it's not some big shaming
17:32
session where I'd rather hundreds of people together and
17:35
say, Harry, Harry, I have made a mistake. Rather, I just roll
17:38
with it. I accept mistakes as natural part of my day, and the
17:41
way that this is different, and this is actually happening with
17:44
it. It was somebody in my organizations right now, they
17:47
have a leadership role, and a lot of the communication I'm
17:50
getting from team members is, you know, this person says that
17:53
they're accountable, but they seldom ever admit when they're
17:57
wrong or have a mistake, and they get really fostered, they
18:00
get on tilt, and they make it very noticeable to the rest of
18:03
the team. And so I'll give you an example of how I would take a
18:06
mistake and versus this person. So this person, they made a
18:09
mistake, and they misspoke. They miss said something, they gave
18:13
the wrong information. They didn't they didn't have, well,
18:16
no, you were supposed to do and then so all of a sudden they
18:19
start getting defensive, and they start projecting whose
18:22
responsibility it was to have done something in the first
18:25
place. Now here's the difference. When somebody says,
18:27
Hey, Jamie, you know, you gave me this instruction, I did those
18:31
things, but now you're wanting something completely different,
18:34
because that happens a lot, I think a lot of thoughts. And so
18:37
sometimes I'll change my mind, or sometimes I'll say I'll get
18:40
something done, and I'll be like, Oh no, let's not do it
18:43
that way. We should have done this. You know, I just started a
18:47
really great marketing idea in which I'm going to increase the
18:50
number of questions that we get from our niche market for
18:53
federal employees. And as soon as I got it done, as soon as I
18:56
got all as soon as I gave the instructions to the team, and
18:59
they got it completely functioning, took them about,
19:02
you know, three or four days to get all the moving parts
19:05
working. And they got it done, they presented it to me, they
19:08
said it's ready for testing. And I said, Oh my gosh, why didn't
19:11
we do it that way? We should have done it this way. And
19:14
they're like, we follow the exact instructions that you gave
19:17
us. And I said, you guys, I'm so sorry. Thank you so much. I
19:20
Let's roll this out. Let's use it for the next 30 days, see how
19:24
it works. But I really should have told you to do this. That's
19:27
on me. And they're like, oh, okay, no problem. We'll move on.
19:30
And nobody's sitting there getting frustrated or upset and
19:33
saying, Jamie, we just wasted three or four days out of my
19:36
time doing the wrong thing, because the wrong thing wasn't
19:39
that detrimental. I'm looking at things and saying, in fact, I
19:43
just told an employee this in a review where they're not they're
19:46
not expressing as much confidence as I'd like to see
19:49
them having their role. Because she's incredibly intelligent.
19:52
She knows the right answers oftentimes. Because when I come
19:55
back and I start asking her questions, she's already
19:58
prepared reports and has answers for me and has analytical stuff.
20:01
And when she doesn't, she's really upset with herself, and
20:04
she'll get, like, kind of quiet and embarrassed. But for the
20:07
most part, she's very, very competent and capable. She just
20:10
doesn't trust herself to be a decision maker. And so I gave
20:14
her a filter and said, All right, listen when I'm making
20:16
decisions or when I want you to decision does involve money or
20:20
deadline? Is somebody else's involvement imperative in this
20:23
decision? No, okay, great, then why don't you make it and until
20:26
you're able to gain the confidence, why don't you start
20:29
off every you know, meeting every email to me with this is
20:32
the problem. This is my recommendation for my solution.
20:35
And then give me your substantiated information, then
20:38
give me all the facts and details afterwards. Don't bury
20:41
your solution down at the bottom, because if you do that,
20:44
I'm going to have read your entire piece, and I'm going to
20:47
already see in my mind what needs to happen. And by time I
20:50
get to the end, I may or may not agree with you, but if you start
20:53
off the conversation and you say, Hey, listen, this is the
20:56
problem. Here's my recommended solution, and here's all the
20:59
supportive information, I'm going to read that supportive
21:02
information with your solution in mind, with your solution in
21:05
mind. Now that doesn't mean I'm always going to acquiesce and
21:09
agree with you, but that means now I know how you're thinking
21:12
and you're coming to me with a problem and a solution. That's a
21:15
floydism right there for you. Floyd always raised us, which
21:18
makes Micah and I laugh today, because when we were kids, he'd
21:22
say, Hey, don't you ever come to me with a problem unless you've
21:25
thought of at least one solution doesn't have to be the right
21:28
solution, but you have to come to me with a solution, and we
21:31
laugh about it now, because we're kids, we don't know the
21:34
solution, we don't know what it's supposed to be, but it put
21:37
us in the mindset. It gave us the mental capacity to be
21:40
thinking that problems are meant to be solved, not sat in.
21:43
Problems are meant to be solved not sat in and so now I've
21:46
empowered this team member, and then I can also give them a
21:49
little look into my head. And so when I read this and I say, Hey,
21:53
listen, this is your solution, it was fantastic. But here's a
21:56
couple of things I would tweak about and go forward. And now
21:59
I've given them the ammunition the next time, they know what to
22:03
do with it. They know how I'm thinking, they know how I'm
22:06
problem solving. They know those extra pieces. Or sometimes they
22:09
say, Listen, I really appreciate your solution. It's wrong
22:12
because here's what here's what you're forgetting, here's what
22:15
you're not thinking about. On that side of things, I find too
22:18
many leaders are so concerned about hurting the feelings of
22:21
employees they are no longer responsible and giving feedback.
22:25
And then what happens is you get somebody totally stagnant at
22:28
their dog. They're not growing, they're not learning, they're
22:31
becoming bored or complacent, which is terrible, terrible
22:34
places for the human condition. And then that employee has the
22:37
audacity to ask you for a pay raise, and your mind is blown
22:40
because you're like, I can't believe I'm paying you this much
22:44
for the work you're doing now. But whose fault is that? Whose
22:47
fault is that because you have two problems, either you are not
22:50
taking ownership and being a good leader and a good steward
22:53
of your organization your employee by providing them with
22:56
radical candor and feedback, because you're so wrapped up in
22:59
their feelings, you're not their diary if they have feelings
23:02
about what you have to say, and you're not being a jerk about
23:06
how you're presenting it. You are not their boss. You are
23:09
trying to be their friend, and you can be one. You cannot
23:12
always be both. You must decide which one to be. That's one of
23:15
the pieces of advice I give all new parents, is we're so
23:18
concerned with being our kids friends, they don't need you to
23:21
be their friend. They need you to be their parent. And when it
23:24
comes to employees. They don't need you to be their best
23:27
friend. They need you to be the leader of the organization. And
23:31
if you're holding punches, if you are not giving them the type
23:34
of radical candor and criticism that allows them to grow, shame
23:37
on you, shame on you, because now you have bridled human being
23:40
from breaching their potential, and you have the responsibility
23:44
when you started that organization to make sure that
23:46
everyone around you rose up also. Does this naturally come
23:49
easy to everyone? No, it's something that you have to
23:52
condition yourself for. It's something you have to step into.
23:55
Don't start tomorrow. Just radically everyone's mind with
23:58
things that annoy you. Inch your way into it, right? If you draw
24:02
a diagram of a pool, not everyone should jump in the deep
24:05
end. Sometimes people got to inch their way in the shallow
24:08
and get comfortable with the water before they choose to
24:11
sweat. So make sure you're inching into this, but be
24:13
disciplined about it. Now, the second factor that distinguishes
24:17
the backbone from the wishbone concept is the discipline is a
24:20
lot of people think success is just natural or comes easy. Tony
24:23
Robbins has a great quote, and I think about it all the time, at
24:27
least once a week, people are praised in public for what they
24:30
have practiced for hours in private, people are praised in
24:33
public for what they have practiced for hours in private.
24:36
And you really have to let that sink in. You really have to
24:39
think about the discipline and the tenacity and the grit that
24:42
really is going to define your success. Because all the time I
24:45
am approached, especially by people that are under the age of
24:49
45 in which they are wishing to make a million dollars a year
24:52
and they are unwilling to be disciplined about doing that
24:55
actual work that comes along with that. And this isn't work
24:58
that is just exclusively Jamie and Micah and Matt. This is work
25:01
that belongs to everybody and everybody's face you can be
25:04
disciplined. And that is the biggest difference. When people
25:07
look at me and they say, oh my gosh, how do you have How do you
25:11
have time for this, this and this? And I'm like, because I
25:14
make time, we all give them the same amount of hours. I don't
25:17
have an extra bank in which I'm stopping the clock and doing all
25:20
these different endeavors. I'm getting up every single day and
25:24
I'm prioritizing the things that are going to prepare me for the
25:27
future that I want to have. So let me ask you this TPR nation,
25:30
when you wake up in the morning not feeling like PD, anymore,
25:33
poor Kesha, she can't catch a break. But when you wake up in
25:36
the morning, are you prioritizing the things that are
25:39
going to prepare you for the future that you want to have, or
25:42
are you opening up your email inbox, your slack, your chat,
25:46
your text and seeing how you have to react to your day
25:48
instead of being proactive, instead of filling yourself with
25:52
accomplishing the things that set you up for success in six
25:55
months, in eight months, in 12 months, are you instead bogging
25:58
yourself down with all of the things that have to get done
26:01
because they're all these little fires that you have to put out,
26:04
and you're the only one that can do that, but Jamie, that's the
26:08
work that has to get done. Well, of course, it has to get done.
26:11
But what occupational space are you allowing it as part of your
26:14
day, if the very first thing that you are doing in the
26:17
morning is being reactive to everybody else, do not lament to
26:20
me that you are unsuccessful in six months, 12 months, three
26:23
years, five years, because you spent your entire life being
26:26
reactive to everyone around you, instead of grabbing your
26:29
destiny, doing the hard work and getting your done first thing in
26:33
the morning. Here's a great example, marketing, marketing,
26:36
marketing. I get so many comments from Amber, our podcast
26:39
curator, that people email in across the nation
26:41
lifestyle@theperfectra.com Hey, I love Jamie's episode on
26:44
marketing. I love it when she talks about marketing and team
26:48
building. How do I do this? How do I do that? And so we come up
26:51
with great content. We've got phenomenal content. If you are
26:54
not a member of The Perfect RIA and you want more step by step
26:57
guides on how we are building multi million dollar enterprise
27:00
practices, dude, what are you doing with your life? Sign up
27:04
for your membership. Stop wishing for things to happen. In
27:07
fact, if you're not a TPR member, if you're not putting
27:09
your money where your mouth is, then you know what? You're
27:13
probably the person who's got a wishbone where their backbone
27:16
ought to be, because, you know, is possible, and you are
27:19
choosing to be mediocre. It's a choice we all get to make it,
27:22
and there is nothing wrong with a mediocre life. If content is
27:25
what you are in pursuit of great there are a lot of complacent
27:28
roles. I would tell you immediately to sell your
27:31
practice. In fact, we could line you up with somebody that
27:34
probably wants to buy your practice or help you sell it at
27:37
lifestyle@theperfectria.com, but you don't want greatness. You
27:40
don't want greatness if you are after being complacent and
27:43
content 100% okay, everyone's on their own pursuit. And if that
27:47
is the case, you should not be a business owner, because you are
27:50
doing a disservice to yourself, your family, your employees and
27:53
your clients. You must have a hunger and a drive to be a
27:56
business owner. You must believe in every fiber of your being
27:59
that you were put here for greatness, and you will go
28:02
achieve that greatness, and it won't be yours alone. You will
28:05
share that greatness with others and watch as they become their
28:09
best and better selves. So how many of you are committed to
28:12
that? How many of you are getting up proactively? I would
28:15
love, I wish this was a show of hands. I would love to see it. I
28:18
would love to see all of us being honest and saying, hey,
28:21
the first thing that I do in the morning is, here's my morning
28:24
success ritual, and then I get up and I tackle the thing so
28:27
that I can be who I want to be in six and 12 months. I am so
28:31
gosh darn excited to meet the woman that I'm going to be in
28:34
six months and 12 months and three years, and five years, 10
28:37
years, a little shade in me. I don't know what she looks like,
28:40
but, but I can visualize and I can see that person, and I am so
28:43
curious to meet her, but I'm so curious and passionate about
28:47
meeting her that I'm not going to fail today. I'm not going to
28:50
forget to put one foot in front of the other and do the things
28:53
every single day with strategic discipline to get to where I
28:56
want to be. Now, what about all the other work? What about all
28:59
those other things? Do you just put it by the wayside? No,
29:02
absolutely not. But how many of you out there are playing
29:05
office? Come on, how many of you are playing office? And if none
29:09
of you, if every single one of you are like, I never play
29:12
office. Golde, you're lying to yourself, and now you're lying
29:15
to your colleagues. Because we're all guilty of it. We have
29:18
to catch ourselves. I catch myself. Micah catches himself,
29:21
Matt, for sure, catches himself. And when we decide that we're
29:24
playing office, we immediately recognize it, call it out for
29:28
what it was, and then we move on to something else. We
29:30
give ourselves the grace to not do those things. So what is
29:34
playing office? Playing office is pretend work. Playing office
29:38
is hitting refresh on your email as if it wasn't populate
29:41
automatically. Anyways, give me a break. So those things are
29:45
playing office, spending too much time reading newspapers,
29:48
spending too much time, you know, doing any one task,
29:51
spreadsheets. Oh my gosh. Oh my gosh, gone. We're all guilty of
29:55
this one. I've spent so much time building spreadsheets and
29:59
then trying to make them look pretty for no one but myself.
30:02
For no one but myself. In fact, I was just talking to one of our
30:06
financial advisors, and he's also guilty of that, and so he's
30:10
like, how do you stop yourself? And I was like, oh, you know,
30:13
that's really difficult, because I want to put a filter on it,
30:17
and I want to say, what is the outcome of the spreadsheet?
30:20
Who's going to see it, and then who needs to understand it? And
30:24
so who needs to see it? Who needs to understand it? And if
30:28
I'm just doing it for myself, cool, I know what my brain is
30:31
thinking, and I'll make it look equally like I want to do. I
30:35
will not spend more time than necessary doing and I will move
30:38
on. Now, if I'm going to, if this is client or business
30:42
professional, or if I'm, you know, sharing a spreadsheet with
30:45
somebody else, then I also need to make sure it makes sense, and
30:49
I need to make sure that they have that if they look at this,
30:53
because a spreadsheet is often like a roadmap inside our brain.
30:57
We know what we are thinking, but other people don't know
31:00
those correlations. And so I will make sure I have my keys.
31:04
I'll make sure that the terms, you know, everyone understands
31:07
what the cell, if there's text inside of there, how we got to
31:11
different formulas. I'll put comments and notes in there, but
31:15
I'm not going to spend a ton of time making it a whole bunch of
31:18
different colors, you know, and doing things to make it look
31:22
present ready, when oftentimes it's not going to be presented
31:26
to anyone, except for internally on my team. That's a one way we
31:29
are super guilty as financial advisors of playing office. And
31:33
so when you catch yourself doing that, immediately being able to
31:37
stop, put your computer down, walk away, clear your head and
31:41
then come back and focus on the things that you need to get done
31:44
that day to get ahead. I have all my tasks inside of my
31:48
calendar. And so when my team members from any organization
31:51
need something from me, it gets calendared on my day. When it
31:55
gets calendared on my day, that means I have dedicated time to
31:59
go in there and get those things done. Now, one thing that I
32:02
changed this last year, and I'm super glad that I did, was I
32:06
stopped giving away the best part of me during the day. So I
32:09
am a conqueror. I am a GSD. I get done, and I get up in the
32:13
morning, and after I do my morning success ritual, I am
32:16
ready to frickin smash and I know that I can get more work
32:20
done in a half a day's time than most people are going to get
32:23
done in a week. And I can just powerhouse through that. But
32:27
what I found myself doing, you know, around 2020. Was that I
32:30
had from seven in the morning until, you know, noon, open
32:34
slots for appointments. And all those open slots for
32:37
appointments, and those were appointments, not just client
32:40
facing, not when we were in surge or out of surge, but they
32:44
were they were vendors, and they were professionals and centers
32:48
of influence and team members that needed my time, all these
32:51
kind of things. Well, what ended up happening was the more open
32:55
slots that I had on my calendar, the more people took up. And
32:59
they took up for no really important reason. And so I
33:02
started creating an agenda saying, Hey, if you want an
33:05
appointment on one of my calendars, you can do that, but
33:09
you got to fill out this agenda form ahead of time. You got to
33:12
fill out this meeting request form ahead of time. And that
33:16
really became a barrier to entry, where people are like,
33:19
hey, I really want to meet with you, but I have to fill out this
33:23
form. And fantastic. Then it's doing its job. And then I
33:26
stopped, and I said, Hold on a second, if I know I'm going to
33:30
get the most work done between, you know, I get up at five, so I
33:34
spend the first couple of hours learning out of my day. That's
33:38
what I'm really passionate about. I love to learn, so
33:41
curious to know different topics, and I know that I'm
33:44
going to start working about 630 or 7am every day. Then if I
33:47
instantly go into meetings, I'm giving that best part of myself
33:51
to somebody else. Instead, I carve out that time from seven
33:55
to nine, and I only do proactive activities. I don't do tasks, I
33:59
don't respond to email, I don't do the things that the work that
34:02
I will get done, but doesn't deserve the best part of me
34:06
necessarily. I need to be proactive in getting the things
34:09
done that I need for who I'm going to become in the future.
34:13
And so segmenting my day to prioritize it that way gives me
34:16
the discipline to keep the ball moving. And then when I close
34:20
that part of my day out, and I go into my different meetings,
34:24
and then I go into my different tasks, and yes, I respond to my
34:27
emails and do all of those things that are expected of me.
34:31
It doesn't need the highest energy Jamie. It needs a medium
34:34
energy, Jamie, and I can bring that and still get done things
34:38
efficiently without neglecting the most important part of who
34:42
I'm trying to become. And so when you think about discipline,
34:45
you really need to think about that. You need to think about
34:49
what is it that I want, what I willing to sacrifice to get
34:52
there, and then what are my steps that I'm going to take?
34:56
And that is one big thing missing from this picture today
34:59
is that success looks so easy. It looks so tangible. We see all
35:03
these people on podcasts, on YouTube, on influencing and
35:06
we're like, man, everyone is like a next door millionaire,
35:10
and that we forget about the sacrifice that it takes. Guess
35:13
what? All of those people that you see online on YouTube or
35:17
doing the podcast or whatnot. It takes a ardent amount of
35:20
discipline to do those things, because you have to continually
35:24
come up with content. And for a five minute video, they probably
35:28
have three to four hours of shooting and editing and
35:31
captioning and doing different things to post and doing
35:34
different AB testing and changing out their thumbnails.
35:38
It takes a ton of energy, and I have this conversation a lot
35:41
with youngsters who are like, hey, I really want to be a
35:45
creator. That's a new role. We're creating for different
35:48
platforms or creating to feed YouTube. And we see these people
35:52
that are creators doing what we think are nothing. Why? Why does
35:56
every female put on their makeup or lotion to get you to pay
35:59
attention? And why do we pay attention when they're doing it?
36:03
It's so strange, but we watch these people in action, we think
36:06
that that success is so tangible because those people are doing
36:10
quote, unquote nothing, but you have no idea what their day
36:14
looks like. Every single moment of their mental energy is
36:17
probably spent thinking of, hey, that content. Hey, that's
36:21
content. Hey, that's content. And whipping out their cameras,
36:24
sacrificing their connections with people, because they're
36:28
constantly recording content, and then they're doing all of
36:31
this film editing, and then they're doing all this posting.
36:35
They're reviewing to see what worked, what didn't work.
36:38
They're tweaking. They're changing. It takes up. In fact,
36:42
if you don't listen, if you are on Youtube, and you are using
36:45
that as one of your mediums for marketing. Mr Beast is
36:48
phenomenal, but he will tell you he doesn't wish that his career
36:52
on England. He says, Absolutely, do not do this. Do not do this
36:56
because it takes up all of my mental energy. I have breakdowns
37:00
two to three times a week, and I am obsessed with working. I am
37:04
obsessed with working constantly. And so he is a
37:06
workaholic. But when you watch his videos, it doesn't look like
37:10
he's a workaholic. It looks like he's just having fun. And I
37:14
mean, think about that in our office and in shilanski and
37:17
Associates at benningridge, Alaska, we operate with a
37:20
certain level of intensity that's not suitable for all
37:24
audiences. But when you walk through that door, when you come
37:27
into our lobby, we will set the tone that everything is calm.
37:31
It's comfortable your only client in the world that we are
37:34
here to serve, and we will be very, very moderate. We're very
37:38
deliberate in how we deliver that intensity, but they have no
37:42
idea that when they lift the curtain behind the machine, I've
37:45
got a team members, a level, team members that are just
37:49
grinding and pushing and driving themselves to become better.
37:52
Just because you see the remnants of somebody's success
37:56
and it looks incredibly tangible, don't for one second
37:59
think that they are getting successful without being
38:02
incredibly disciplined. You must have both. You must have both.
38:06
TPR Nation. This is Jamie shilanski, an episode of Worlds
38:09
to Conquer. Go find people who share your values and change the
38:13
world.