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Will I Ever Experience Freedom as a Business Owner? · The Perfect RIA

0:20
Jamie Shilanski: The Price of Freedom: it's eternal vigilance
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- Thomas Jefferson and how true it is. TPR nation, how we must
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covet, protect, safeguard and deploy ways that allow us to
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remain free to do the things that we want to do. Welcome back
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TPR Nation. This is Jamie Shilanski in World to Conquer,
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and we are going to be talking about the second stage of an
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advisor's career path. So what we talked about last week was
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the growth stage. There are three different stages that an
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advisor is normally at when they're building their financial
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advisory career, and if you have around, and this is just kind of
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a WAG, but around less than $30 million of asset owner
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management, the only stage of your practice you should be in
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is growth. That's the only thing that you should be focusing on,
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is growing, growing, growing your practice. But what happens
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when you've grown your practice and now you're inching towards
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two things, either becoming really comfortable and
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complacent or really burnt out and afraid of what that might
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mean for all of your clients, your practice, your and your
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family. That's a huge part of this. And so now we enter into
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this freedom stage. And this freedom stage, gosh, it's it's
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really, really difficult to enter into. And my father
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struggled with it, and my mom because they started Shilanski
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and Associates, our advisory practice back in 1981 up in
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encourage Alaska, and they dreamed of the Freedom stage.
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But when you're grinding, when you are grinding and building a
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business from the scratch up. Regardless of what industry that
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you are in, it takes a lot of time and energy. I mean, we talk
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about, you know, these, these youngins, these youngins today,
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they talk about work, life balance. They have zero idea
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what they are talking about, unless they have started a
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business from zero and took it all the way up into into it,
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because one of the reasons, and I was telling my son, he was
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very confused by this Lane had said to me. He said, Yeah, you
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know, love the idea of being my own boss and not working for
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anyone. And I said, funny, because the second that I'm
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interviewing a prospect or a client and they say those words
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to me, I won't take them on as a business client. And he was
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like, Oh my gosh. Can I ask why? And I was like, yeah, like,
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yeah, because you are full of deception. You have no idea what
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it is like to actually be a business owner. Can I get an
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amen if you say you don't have a boss because you are the boss.
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You are so, so delusional. You have 10,000 bosses. You have all
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of the people that you have to answer to, a broker dealer, your
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clients, your employees. I mean, you are mentally working on that
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organization non stop, from the moment you wake up to the moment
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you go to sleep at night. And then you are weaving in parts of
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your like, like, family, vacations, holidays, etc. But as
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a financial advisor especially, we're taking on a lot of the
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burden and concerns that our clientele have. You know, in a
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once you get out of your growth stage. So your growth stage is
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anything less than 100 clients. And if you have less than 100
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clients, you're still growing your practice. You're still
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building out your book. I think the sweet spot, Bill Bachrach
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talked about this a lot in the 90s, was your ideal 100 clients.
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Maybe, you know, I'd like an ideal 50, and the other 50 maybe
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could be less ideal. But still, people I enjoy working with. One
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of the things that we're really good about in our practice is we
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don't allow any C's and Charlie or D's and delta clients. So
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there's a practice in which you can rate all of your clientele,
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A, B, C and D, and you set up measurements based on fees that
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they pay and money that they have and whether or not you like
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them. The problem is the people we like the most, generally
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aren't paying us the most. We just really like how much
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they're paying us and that they're pretty easy to work
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with. And so we'll do this exercise every now and then, and
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we will go through and list our clients, and then we will have
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our team list our clients too, because at Shilanski and
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Associates, we have an RIA in which we have three cogs in the
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wheel, if you will. And we have our financial advisors who give
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advice. Then we have our relationship managers who foster
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that relationship but do not give financial planning advice.
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And then we have our operations team who are responsible for the
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movement of money. And it takes every single one of us to keep
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this going down the road, and so sometimes I'll have a really
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good relationship with a client. I'll absolutely love working
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with them, but they're jerks to the rest of my team. The rest of
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my team thinks they're high maintenance and terrible. They
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dread sing their name on the phone. So we have to have a day
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of reconciliation and a day of saying, Okay, listen, is this
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somebody that we should graduate. Graduate is what we
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call firing clients, and that's when they no longer meet wide
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ideals, our ethos of who we work best with. And when I empower my
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team members, and I really let them look at that lens, they
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become very discerning about who they suggest as difficult,
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because they don't want to say somebody is difficult. And if
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they have the courage to tell me, Hey, this person's really
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obnoxious to deal with, they're very, you know, persnickety, all
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of these different things. Now, some of them being fussy and
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liking things a certain way, the Type A personality she will deal
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with that all day long. But somebody being rude or
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disrespectful to my team, then cool, go work with somebody
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else. I don't care about your account size, because at the end
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of the day, I'm going to have to be the one advocating for our
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relationship to remain in place, and my team is going to fight me
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every inch. And if you're to my team, I don't want to work with
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you, because we are in that enterprise stage. So we have
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that growth, that freedom and that enterprise. So the growth
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stage anything less than your ideal number of clients, 100
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that's what back rack recommends the most financial advisors that
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I meet with want about 150 clients, because that's going to
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equate to the revenue that they want to earn. So 100 150
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whatever your ideal number is, if you're less than that, you're
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still at your growth stage, and that is the only thing that you
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need to be focused on, all right. But once you've achieved
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that number, now you're entering into your freedom stage. Now
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you're getting the freedom of being discerning. And
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discernment is really important, because when we're in our growth
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stage, we have a habit of allowing any prospect fog a
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mirror willing to pay us to become a client. But when we
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enter in our freedom stage, we don't have to take on those
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relationships. We've built enough networks and connections
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we can graduate some relationships simply because we
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don't want to work with them. And so we used to practice this
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gorilla test that I was telling you about, the A, B, C and D
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level. People run through it, scrub it, and then put on the
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agendas every quarter. Who is there anyone we need to graduate
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that maybe is in the C and D level? Now we have a little bit
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of a different test, and that test is whether or not the
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financial advisor or the team dreads the client coming in. So
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if we have an appointment booked on our schedule and we are
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absolutely dreading meeting with that person, and the way that
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the senior advisor capacity look at things is we Friday night,
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we'll wrap up our appointments during surge, then Saturday or
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Sunday, we will look to the week ahead and make sure everything
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is done and ready for the next week. And what happens is, when
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we're looking a week ahead and we see that appointment, let's
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just say that I have a client I'm dreading on Thursday. What
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am I thinking about? Saturday, Sunday, Monday, Tuesday,
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Wednesday, and all day Thursday, I'm thinking about that one
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singular client I don't want to meet with, and now my mental
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energy is focused on that, instead of focusing on the 35
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people that are before him that I do want to meet with. So
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making sure that if we if we dread an appointment because
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we're going to have a hard conversation, maybe question
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fees, maybe a spouse died, that's okay. You could dread an
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appointment every now and then. If you dread every appointment
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with that client, what are you doing? You are setting yourself
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up for regulatory failure, because what's going to end up
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happening if you dread that relationship, that's going to
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become your is going to become a red flag, they're going to send
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in a complaint, and now you're going to have to defend that
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complaint or have that complaint on your record. I never once met
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with a financial advisor, never ever who had a regulatory
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complaint on their record and didn't feel they should have
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fired the client before it happened. They were like, You
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know what? I just I didn't trust my gut. I was uneasy. I knew
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something was going to come up with them. And hindsight might
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be 2020 but I'm a big believer in our instinct and intuition,
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especially as ladies out there, we are hard wired to assess. I'm
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going to use the word predator situations, but it end up just
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using that in a biological sense. And you know, we know
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something is not right. We know when the door rings, if we
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should answer it or not after we checked our ring camera and see
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who was not always. I mean, there are very there are people
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that are deceitful, but most of the time, what did I was
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listening to this one psychologist one time, and he
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said, in the animal kingdom, if you look at all the predators of
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prey that are out there, if the prey, and I'm just again using
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this animalistic, you know, thing, the prey sees a predator.
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It does not approach. It does not necessarily like, Hey, how
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you doing, buddy? I didn't want to judge you from afar, so I
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thought I'd come over here and see if you actually are that.
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Mean, oh, those teeth are shiny. I'm dying. So the prey and
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Predator don't have that scenario. But then think about
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it with the human side. So on the human side, imagine you're
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in a warehouse. You're in warehouse, and it's under
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construction, and you're trying to get to that top floor to meet
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a contractor, co worker, colleague, whatever, and the
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elevator opens and it has one single individual in there, and
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everything inside of you is like that person is a predator, that
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person is not safe, that person makes me feel uncomfortable. And
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what do most women do? They get any elevator anyways, the
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elevator anyway. And
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animal kingdom, this go, this person makes me feel unsafe, and
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I'm comfortable, and I throw some money to join them and see
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if that's really true. You can talk all day long about how we
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don't want to judge a book by the cover. We don't want to
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stereotype. We don't want to hurt people's feelings. Screw
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that. If I don't feel safe around you, I don't care if it
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hurts your feelings. I'm not going to be around you. I don't
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feel comfortable next. Just your gut on these things. Now,
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luckily, financial planning, it's not that life or death most
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of the time, but you still have these individuals you don't
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enjoy working with, and they will become your problems. They
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will become your complaints. So if you're dreading, if you get
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through a couple of search cycles and you're dreading those
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appointments that's on. You figure it out. Graduate them.
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Matthew Jarvis fires off a letter Shilanski and Associates.
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We pick up the phone or have a meeting and say, and we
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graduate. And we say, Hey, listen, we've taken you this
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far. You've done really great, blah, blah, blah, but now it's
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time to transition that relationship. And you know, I
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think you should go work with so and so. Don't keep clients on
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your books because you want the revenue that at the end of the
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day, is not worth the potential complaint misunderstanding or
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losing a good employee over the price is too high. Trust your
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gut. So in this freedom stage, you do get to have that
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discernment. You do get to decide who you want to work
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with. And then then this happens also, and this is, this is the
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thing that most people have a lot of problems with, especially
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if you're over the age of 50, you struggle with the shopkeeper
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mentality. And the shopkeeper mentality means I must be at my
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office to make sure the doors are open, the lights are on,
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things are refreshed, and client the doors answered when clients
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get there, and if we're not physically there to see those
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things happen, we automatically assume they're not happening and
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they cannot happen without our involvement. And it's not just
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the opening and closing of the office. It's getting what people
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scheduled. It's getting money transfers. It's accepting phone
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calls in the middle of the day that hijack the rest of your
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day. It's all of the things that come along with being a
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shopkeeper, because at the end of the day, every person you've
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employed is relying on you to give them a paycheck, and you
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can only give them a paycheck if you're still in business. And so
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it becomes this really big struggle, and this feeling of
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guilt of not being at the office all of the time, but when you
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enter this freedom stage, so you go, you're moving out of growth.
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You're transitioning towards the top end of your clients, or AUM,
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however you want to define that for yourself, and you're
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beginning to enter into freedom. Freedom is all about making sure
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that you have systems, policies and processes in place. That is
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the last stepping stone between growth and freedom. And once you
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have systems, policies and processes in place. And by the
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way, these are not policies and processes between your two ears.
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These are documented in a system in which other people can pick
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up and finalize without you. That is the biggest part of this
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element that most people neglect. They say, Well, we've
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always talked about it. Here's what we've always done. Well, if
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you've done what you've always done, you're going to get what
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you've always got. But now you're trying to grow. Now
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you're trying to accelerate into this freedom and territory, and
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it takes the time and the vigilance to sit down and put in
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the parameters of safeguarding that. Now, what does this mean?
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How can you take that and apply it? Here's the very first thing
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that you can work on. It's low IQ. What's the communication
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policy? Because when you enter this freedom stage, you're going
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to give yourself permission not to physically be at the office
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when the rest of your team is at the office. And when you have
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that policy in place, you're going to have a lot of guilt,
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and what you're going to feel is when you're physically away from
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the office, you have to answer the phone call every single time
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the office calls you. But guess what? You just put yourself in
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position of being the easy button they're calling you
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because it's easier to call you than it is to think how to
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problem solve most people that I meet, I mean, there are idiots
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out there. Lord knows, I don't suffer a fool well. I heard that
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quote once from my good friend Paul Harris, and I absolutely
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love it. I think about all the time. I can remember the exact
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moment at the FBA conference she said it to me. She said, I don't
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suffer fools well. And I took that with me, and I said same.
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That is me. That is I do not suffer a fool very well. I don't
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do it tactfully. I'm pretty blunt. You know, my baby
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brother, Micah Shilanski, he says, Do you have a brain? Are
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you using it? I think that's a horrific way of stating it, but
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it's the same application. But most of the time, people that I
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meet with, they do want to problem solve. They do want to
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think things through. They do want to be of asset. They put a
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lot of value in the work. And I find that most of the CEOs, most
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of the operation officers, most of the leaders, the however you
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want to define your role, not as the financial advisor, but as
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the practice owner. You're inhibiting that growth. You're
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crutching them, and they're allowing you to become their
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crutch because they don't want to fail you, they don't want to
15:12
make a mistake, they don't want to let the client down. And
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ultimately, whether we want to admit this or not, the brain is
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lazy. I just talked to my son Lane about this. He was studying
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for an examination, and they set a deadline to take the test on
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it, and he was like, You know what? I'm probably going to fail
15:29
anyways, because that deadline is a lot sooner than I think I'm
15:33
prepared for, but I'm going to give it the best college try
15:36
that I got. Now, when he concluded this, you know,
15:39
process of studying for this and he ended up failing, what
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Victoria in our office would call a good fail, he was super,
15:45
super close, five points off from doing a passing score. But
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when he talked to me about this, you know, and I let him digest,
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he took ownership over it. He said, You know what? Here's the
15:55
things that I did wrong, blah, blah, blah. And I said, May I
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offer you, are you in a place for constructive feedback on
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this. And he was like, Yeah, I am, because that's an important
16:05
element of providing criticism. Are you in a place for
16:08
constructive feedback, and then you have to actually listen to
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the answer somebody gives you? No, I'm not in a good head space
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for this. What do you have to say? No, you know what? It
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really wasn't a life or death issue. We can table it and talk
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about it later. How can I be of service to you? How can I help
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you where you're at right now? But you can't have that
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conversation and somebody habitually say no, no, no, no to
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feedback. They have to just everyone has an off day,
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everyone's in a bad mood, everyone has things come up,
16:37
personal life that maybe doesn't put them in the best frame of
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mind. Totally okay, but it cannot be habitual. It can't be
16:43
every week on the calendar for 52 times you're telling me
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you're not in a good head space, we have a different kind of
16:50
problem. And so he said, Yeah, I am. And I said, You gave your
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brain permission to quit. And he was like, I don't think so. Why
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do you think that? And I said, because the brain Lean is very,
17:00
very lazy, and when you told it, I'm probably gonna fail.
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Anyways, it latched on to that idea, because the brain has a
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million things it is doing throughout the day that if you
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give it a way out, if you give it a way to not have to, not to
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have to process, not to be discerning, it will 100% take
17:16
that route. It will take that route every single time you give
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it the opportunity to and I said, so you put in a lot of
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time, you did a lot of studying, but you still gave your brain
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permission to fail. You gave it a way out. You gave it this, you
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know, this crutch for you. And he said, Man, I can really see
17:33
how, how that happened. Even though that wasn't my conscious
17:36
thought, it became my subconscious thought. And I
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said, 100% and so whenever we look at organizing our team,
17:42
whenever we look at how we give them instructions, we want to
17:45
make sure that we're being very cognizant that they can't hit us
17:49
as the easy button. And this was really hard for me at first,
17:52
because when my baby brother Micah and I took over the
17:55
practice at Shilanski and Associates, it was an
17:58
opportunity for my parents to enter into their freedom stage.
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And their freedom stage meant they didn't have to show up at
18:04
the office because we were there running the office. They didn't
18:08
have to answer every client call, because we were there to
18:11
answer every client call. And so as we were coming up in this
18:14
this area, we built out Micah's book of business first, before
18:18
concentrating on mine or other advisors. And so as we did that,
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Micah was entering this freedom stage, and I was still running
18:25
the office and making sure that we were, you know, answering all
18:28
the things. And so as he approached this freedom stage, I
18:31
really, you know, could hear from my team members, and then
18:34
being like, Micah is never available. Micah is never
18:37
available. And then I had to start asking really intelligent
18:41
questions. Hey, I heard Micah was never available. You've got
18:44
this outstanding question from this client, you're really
18:47
concerned about giving them an answer? Yes, that's true. I
18:50
didn't answer for them. I said, Great, show me what steps you
18:54
took to get on Micah's calendar. Well, I called his phone. Okay.
18:57
Did you leave a message? No, I didn't. Did you text him and
19:00
tell him he had an emergency? No, I didn't. Okay. Did you
19:03
escalate this to a lead? No, I didn't. And then all sudden it
19:07
became this. They said, Well, I didn't know what to do, and so
19:10
in the absence of knowing what to do, they would pick up the
19:14
phone and they would just call Micah, call Micah, call Micah.
19:17
And when Micah would answer the phone and answer their question,
19:20
it just accelerated the number of times he was being asked that
19:24
question. What the heck is the point of being out of the office
19:27
if you're just gonna be on your phone the entire freaking time?
19:31
And so I'm not talking about the emergency calls. I'm talking
19:34
about when the team didn't want to put all the information
19:37
together, and they just wanted to hit the easy button and call
19:41
you, and you answer the question, and then then relay
19:44
the question. So the very first thing that we had to do, super
19:47
low IQ, that you should be doing too, is put together
19:50
communication policy. Great. Here's the steps you take in
19:53
writing, here are the steps you take in order to elevate this
19:56
towards a phone call to Micah. And when you do this, you'll
20:00
notice, and I did, I noticed in a heartbeat, because I had one
20:03
employee that habitually called me because I was the easy button
20:06
and barely gave me any of the information, so much so that I
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was like, Oh my gosh, I hate answering the phone when you
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call. And I thought about it, and I was like, I hate answering
20:16
the phone when you call. I hate answering the phone. I'm not
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going to answer the phone. I'm not going to answer the phone.
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I'm going to let you leave a message. I'm going to check my
20:26
text make sure it's not 911 client issue. I'm going to give
20:29
it one hour. I would set a timer on my phone for an hour, and
20:33
then I would return the phone call, and guess what happened
20:36
when I call back an hour later, they had already solved the
20:39
problem. Hey, thanks for returning my call. Actually,
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don't need you anymore, because this is what I did. Oh, great,
20:45
fantastic. And then that became the the go to process, because
20:49
for the most part, we don't have a lot of 911, emergencies at our
20:52
office, and you probably don't either. And if we give our team
20:56
a process and a policy to follow, they were able to follow
20:59
those steps. Now a couple of times, did I have to have
21:02
corrective conversations with people like, yeah, okay, great.
21:05
What did charnel, who is our Chief Operations Officer, what
21:09
did she say when you brought this to her? Oh, I haven't
21:12
brought her to her. I brought it to you. Okay, great. So hold on.
21:15
I'm going to go back. Let's pull up this document together. Let's
21:19
see where I failed in the process to articulate where we
21:22
are at. And it's not done in a condescending way. It's done a
21:25
way of saying, If you followed a process in our office, that is a
21:29
Get Out of Jail Free card, if there was not a process in place
21:32
for you to follow, that is a Get Out of Jail Free card, because
21:36
that is an ownership responsibility to make sure it
21:38
was in place so that you could follow that process. But if
21:42
there was a process and you deviated from said process that
21:45
was documented and you were aware of then I've got a really
21:48
big problem, then I'm not going to be the fun, energized leader.
21:51
I'm going to be the disciplinary leader that says, What are you
21:55
doing? Right? Because you're not serving you, you're not serving
21:58
our clients, and you're not serving me. So let's start
22:01
looking in this capacity of how we can help ourselves. And so
22:05
start with your communication policy, and then move on to the
22:08
next thing. Now, the way that I would just like this, if you're
22:12
if you're graduating from growth and entering into freedom, and
22:15
maybe you're just already in your freedom stage, but you're
22:18
not sure if it's working out successfully, and you feel a lot
22:22
of guilt when you're not in the office. You feel the office
22:25
calls you obnoxiously. You feel clients are being serviced, etc,
22:28
whatever this is. Then here's how, what I would suggest when
22:32
I'm out of the office, I still have check in meetings. So I
22:35
still run a regular schedule in which I have check in meetings
22:38
with my team so that they can tell me. Now the meetings aren't
22:42
all day, but it's give me the high level stuff. I still
22:45
monitor the calls that are coming in. I've created a widget
22:48
inside of infinity that show us the call volume we have
22:51
processes that are written out, so I can see if anyone is in a
22:54
red zone, which means the process has lasted longer than
22:57
it's supposed to. So I'm still listening to these polls points
23:01
now, this is one of the things that few years ago, about seven
23:04
years ago, our team was like, hey, you know, we're getting
23:07
inundated with phone calls. And the operations team, who's not
23:11
the first people that answer the phone in our office, is
23:14
constantly having to pick up the phone. And so they were, you
23:17
know, and operations people are the type of people that are just
23:21
so annoyed by incoming phone calls. They think their customer
23:24
service skills are top notch, but they're super introverted,
23:27
and they're absolutely annoyed by incoming phone calls. And a
23:31
relationship management person isn't they're like, oh my gosh,
23:34
somebody's calling. I'd love to chat with you. And so they pick
23:37
up that phone after they see the caller. D, they're like, oh my
23:41
gosh, Bob, how was vacation? You know, they're energized by that
23:44
interaction with another people. That's how they refill their
23:48
cup. Is through energy with other people. But introverted
23:51
people, the people that are really good at operations,
23:54
because they're super detailed, do not get their cups revealed
23:57
that way. They get their cups refilled by being alone in
24:00
solitude and being able to focus deeply on the work that they're
24:04
doing. So they said, Jimmy, you know, we're getting all of these
24:07
phone calls, blah, blah. And I was like, okay, so I was just to
24:11
the point of being like, we need to hire a new relationship
24:14
manager to help with phones. And then I stopped, and I said, All
24:18
right, this is getting in your client's checkbook. It's a lot
24:21
of money. Well, how much is a lot of money? Because $1,000 to
24:24
some people is a lot of money, and 100,000 is a lot of money to
24:28
some other people. And so I pulled up our phone log, and I
24:31
was like, Guys, we had four phone calls that the operation
24:34
team had to make or how to take. And they were like, well, yeah,
24:38
and I'm like, four, four in the entire week. So I'm going to
24:41
hire somebody at 60 plus $1,000 a year for four phone calls and
24:44
and it really made them validate. Okay, what kind of
24:47
information am I giving my leader to see if that's
24:50
legitimate? And I didn't just do the exercise by myself. I had,
24:53
well, I did it first, I looked at first, then I had them do it
24:57
with me. And I said, Great, let's pull up RingCentral. We
25:00
went into RingCentral. I said, Bring up the call log for last
25:03
week. Here's the extension that answered it. Here's the ones
25:06
that didn't that the operations team, by their extension, had
25:10
the answer, and then all sudden, it's a Guided Discovery. And we
25:13
do that all the time with clients. It's a Guided
25:16
Discovery. Oh my gosh, it really wasn't that big of a problem. So
25:20
now I'm not throwing human capital at a process problem.
25:23
Instead, I'm looking at it and saying, Great, let's set up
25:26
relays that win because we have a hybrid office, where some
25:29
people are in our local anchorage office, and then the
25:32
other half there, you know, down through the lower 48 Well, let's
25:36
set up a rings scenario, where it rings to these people first,
25:39
so that by the third ring, if the operations team is having to
25:42
answer it, they know that the other two relationship managers
25:46
are engaged on the phone. Does that sound acceptable? Yes, it
25:49
does great. So we put this process across the board, and we
25:52
looped everyone in, and then we explained to our relationship
25:56
managers, hey, when the operations team is doing the
25:58
movement of money, it's really hard to interrupt because it's
26:02
very easy to make a mistake. And if they make a mistake, here's
26:05
what's going to happen. So what we want to do is we want to
26:08
safeguard their focus, which means here's how I would like to
26:12
set up the phone relay. Does that sound okay to you guys?
26:15
Yeah, absolutely. Because relationship manager people,
26:18
they want to be a service. They want to help other people. They
26:21
are 100% about helping their teammates, and they were 100% on
26:25
board with that. And then I came to the operations people, and I
26:28
said, Listen, I know you've gotten Sue on the phone before.
26:31
She's not a two minute phone call, she's a 10 minute phone
26:35
call. And you know, sometimes when the relationship managers
26:38
are tied up with that, it might trickle back. But here's all the
26:41
steps we're going to take before the phone call gets to you. So
26:45
if the phone call gets to you, will you acknowledge that these
26:48
other two were super busy? And they said, Yeah, absolutely. We
26:52
want to make sure the client's taken care of. If all these
26:55
other resources are being utilized, of course, we could
26:58
take that phone call. Great, wonderful. Thank you so much. So
27:01
getting these policies, getting these processes, then doing this
27:05
cross pollination, making sure everyone understands that
27:08
they're all part of this dynamic wheel to keep this rolling is
27:11
how you get to the level of freedom that allows you to get
27:14
outside of the office. Because if I'm not doing financial
27:17
planning work, which is working on the financial plans, if I'm
27:21
not growing the practice, if I am not focused on business
27:24
development or meeting with clients, I should not be hanging
27:27
out at my office. I should be with my family, the people that
27:31
I say I am doing all of this for the people that I say I work
27:34
this hard for I should show up for so that they understand when
27:37
I am in the office, I am deeply motivated and focused on the
27:41
work that has to get done. So when I'm outside the office, I
27:44
can really be present with them. But to get to that freedom stage
27:48
systems, policies and processes. Now I gave you really good ideas
27:51
of where to start, but this is where I see most people fail.
27:54
Remind me what you listened to last week, and have you taken
27:58
any actions based on what my conversation was with you on the
28:01
growth stage of your practice? Because even if you're freedom
28:04
or enterprise, there's still nuggets of truth inside of that
28:08
growth that you should be able to go to either your practice,
28:11
your team or your other financial advisors with, what
28:14
was it? What action did you take? And if you're not taking
28:17
action, this is when you need to shut up and put your money where
28:21
your mouth is. You need to enroll in memberships. We sell
28:24
them at The Perfect RIA. If we're not the right fit for you,
28:27
cool, go find somebody else who is to hold you accountable to
28:30
make sure you're getting the things done. Because when we
28:34
exchange our money, we attribute value to it. This is free
28:37
advice, and free advice is almost worthless because you
28:40
never take action on it. And if you're not taking action, what
28:43
is the point? You're never going to hit this freedom stage alone
28:47
try to get to that enterprise stage, which is where most of us
28:50
are really trying to head. Because once you hit freedom,
28:53
and you really, really got that dialed in, you've got to decide
28:57
if you're going to level up and take it to the next area, or if
29:00
you're just going to say, You know what, I'm good, where I'm
29:03
at, I'm fat and happy, and, you know, I've built a really good
29:07
life, and I'm going to coast all the way to my death sitting at
29:10
my desk. So if you're tiptoeing out of growth and into freedom,
29:14
if that is your aspirational goal to get to in the next 123,
29:17
or five years, great, we've got a membership for you, and you
29:20
can take our systems, policies and processes as a framework,
29:24
and that will show you how and where to get started. We will
29:27
show you how you must put in the labor to get there. TPR nation,
29:30
this is Jamie Shilanski in an episode of Worlds to Conquer. Go
29:34
find people who share your values and change the world.