Latest / The Efficient Advisor: Tactical Business Advice for Financial Planners / 215: Implementing EOS In Your Business and How To Lead Your Firm w/ Josh Kosnick

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215: Implementing EOS In Your Business and How To Lead Your Firm w/ Josh Kosnick · The Efficient Advisor: Tactical Business Advice for Financial Planners

• 0:01
  Speaker 1: So maybe you've been running your business for a while, but you still feel like you're spinning your wheels constantly, just putting out fires, struggling to hit your goals, or just maybe even struggling to figure out how to set goals.
• 0:12
  Speaker 1: And maybe you've heard about EOS as a solution, entrepreneurial operating system, but you're not sure if it's actually going to help you get your stuff together.
• 0:22
  Speaker 1: Eos isn't just a business buzzword.
• 0:26
  Speaker 1: It's a proven system that's reshaping companies around the globe, including small business, and for financial advisors, it can be a secret weapon to becoming a more effective leader and driving your team with clarity and helping you crush your goals with some confidence.
• 0:43
  Speaker 1: In this episode, I've got an expert in implementing EOS for businesses just like yours.
• 0:48
  Speaker 1: Josh Kosnick and I will be unpacking the key principles of EOS, discussing why it's essential for financial advisors and sharing really practical tips on how you can start using it in your business right now so that you can lead your team with purpose and precision right.
• 1:06
  Speaker 1: All right, so let's jump in.
• 1:08
  Speaker 1: Look, I know you're here because you know it's possible to have energy left over for your family and still have your dream business.
• 1:26
  Speaker 1: You know the business that you are running instead of it running you.
• 1:29
  Speaker 1: If you're new to the Efficient Advisor, I'm Libby Greilly and I started, built and sold, by age 37, a 100% referral-only planning practice that I grew to seven figures as a solo advisor, all while working just three days a week and taking off 14 weeks a year so that I could be a super present mom, wife, friend, sister, daughter and, I'll be totally honest, I really liked taking long vacations.
• 1:53
  Speaker 1: So I'm here just to walk alongside you and to show you how to do exactly the same and to help you take immediate actions on the most important strategies for scaling, organizing and creating less stress and overwhelm in your business.
• 2:06
  Speaker 1: We are about to transform your practice, so move over exhaustion and get out of the way.
• 2:12
  Speaker 1: Advisor ADD.
• 2:13
  Speaker 1: It is time to take that one right next step to build a business and a life that you love.
• 2:21
  Speaker 1: And before we dive into this conversation with Josh, I just want to share kind of a quick update.
• 2:25
  Speaker 1: We are currently closing uh, private coaching, one-to-one coaching options for the time being.
• 2:31
  Speaker 1: We had such a huge group of advisors sign up for the systems to scale group coaching program that we're splitting it into two and I just want to make sure that I have got adequate time to serve all 46 of these advisors in a meaningful way and help them really cross the finish line of this program.
• 2:49
  Speaker 1: So I say that if you currently work with me one-on-one, absolutely that will keep going.
• 2:54
  Speaker 1: You'll keep having the option to renew, don't worry, I've got you but any new advisors we are no longer accepting one-on-one options.
• 3:01
  Speaker 1: I'll let you guys know when that is available again.
• 3:04
  Speaker 1: But I just want to make sure that I have got the capacity to serve these group folks well.
• 3:10
  Speaker 1: So I am so grateful for the 46 brave souls that are going to be with me for the next 10 months, totally transforming their practice.
• 3:19
  Speaker 1: So just that's.
• 3:20
  Speaker 1: I promise I told you I'd stop talking about group coaching until we get ready for the January group.
• 3:24
  Speaker 1: So I'm done.
• 3:25
  Speaker 1: I just want to make sure that if you were interested in the private one-on-one option, you can still go out to the website and sign up to be on the wait list and you will be notified when we reopen that, when we have some capacity.
• 3:37
  Speaker 1: All right, thanks so much.
• 3:38
  Speaker 1: Let's dive into this conversation with Josh Kosnick.
• 3:41
  Speaker 1: All right, josh, welcome to the show with Josh Kosnick.
• 3:46
  Speaker 1: All right, josh, welcome to the show.
• 3:47
  Speaker 1: I'm fired up for this conversation because I think a lot of advisors have had different EOS books either on the bookshelf or on their to-be-read book or maybe they've heard me talk about like rocket fuel or traction or they've heard kind of the EOS thing in their proximity.
• 4:05
  Speaker 1: But I'm excited to actually dive into how it will help advisors be better business owners.
• 4:11
  Speaker 1: As you and I were talking about before we hit record, one of the things we both have experienced over the course of our careers is that advisors are amazing visionaries and have a really hard time with implementation and actually making things come to fruition.
• 4:26
  Speaker 1: Being a leader, we tend to let our business kind of build itself by default as opposed to design, and then we all have that one like inflection point where we're like, okay, I got to get my arms around this and actually start thinking about it like a CEO and start thinking through vision and structure and all of those kind of like ugly words for entrepreneurs.
• 4:49
  Speaker 1: So I'm really really excited to get into this.
• 4:50
  Speaker 1: But before we kind of get into EOS and all of the tools and ideas that you think will help advisors, give us a little bit of your background and how you ended up where you are.
• 5:03
  Speaker 2: Well, first of all, thanks for having me.
• 5:04
  Speaker 2: I'm excited to pour into the audience because I know they're all advisors, which is not always the case when I'm on a podcast.
• 5:10
  Speaker 2: So excited to pour into the advisors, which is where I came from.
• 5:14
  Speaker 2: So at age 24, it was January of 2005, I started as a financial advisor, started out my practice and grinded it out as a young knew nothing.
• 5:26
  Speaker 2: I had a fortunate experience that my father was in the industry since I was about six months old, but I was the oldest of four and I was trying to stay away from him.
• 5:34
  Speaker 2: So I was a sales manager at Best Buy before then and they told me no for a raise.
• 5:40
  Speaker 2: I was running the top three store in the country and they told me no, and I was like, well, that doesn't sit right.
• 5:45
  Speaker 2: I was running top three store in the country and they told me no, and I was like, well, that doesn't sit right.
• 5:46
  Speaker 2: I was always taught if you do better, you should get more.
• 5:49
  Speaker 2: So that week I got a call from a recruiter.
• 5:53
  Speaker 2: The week I got told no for a raise and I started my career.
• 5:58
  Speaker 2: And it wasn't my dad that called me.
• 6:00
  Speaker 2: He always left that open to us kids to kind of blaze our own path and figure out what career would be best for us, but we had also grown up seeing the lifestyle that he was able to provide for us.
• 6:12
  Speaker 2: So actually, I had two younger brothers that are also in the industry as we speak, and my sister did not choose to go down that path, but I had two brothers still in the industry.
• 6:24
  Speaker 2: So from age 24 to 36, built a great wealth management practice and it was full-fledged financial planning.
• 6:30
  Speaker 2: I was doing the insurance sales as well as advisory planning and sold that book at age 36 when I was asked to buy out and secede my father actually in the firm and we had over 100 advisors.
• 6:45
  Speaker 2: We're managing about $3 billion worth of assets.
• 6:48
  Speaker 2: Things were going great, like we had 30% growth and I sold that book in 2021.
• 6:58
  Speaker 2: I was about 41 years old and I had a lot of soul searching as I was being recruited by every other firm within the country and every time I took a meeting soul searching as I was being recruited by every other firm within the country and every time I took a meeting, just something didn't sit right in my stomach and I had to work with God on what that was.
• 7:12
  Speaker 2: And as you and I were talking, I had this feeling that I'd accomplished everything I set out to in that industry and it was time to blaze a new path, pour into advisors across the country, also entrepreneurs, but at this point I'm coaching and working with advisors and on EOS and other items on leadership, as you and I discussed, and just having a blast.
• 7:37
  Speaker 1: Yeah, well, I love it and, of course, like I've shared with you and my audience knows that, I'll only bring people on the show that have had either experience as an advisor or work exclusively in the space with advisors, because I think it's where you know every advisor is crazy.
• 7:52
  Speaker 1: It just depends like which kind of crazy they are.
• 7:56
  Speaker 2: Or what degree.
• 7:57
  Speaker 1: You have to be able to speak our language of a little cuckoo, you have to be a little out there.
• 8:01
  Speaker 1: So I appreciate that.
• 8:02
  Speaker 1: So where did your interest in EOS really start?
• 8:08
  Speaker 2: So that's a great question, because it wasn't me.
• 8:10
  Speaker 2: I didn't find traction.
• 8:12
  Speaker 2: I didn't find one of those books through your podcast or anything else.
• 8:15
  Speaker 2: It was actually my top advisor at the time and this is a brilliant advisor.
• 8:20
  Speaker 2: He's averaging bringing over 150 million of new AUM each year.
• 8:24
  Speaker 2: He had recruited one of an advisor that I had recruited to be on his team and we had a mutual respect and conversation about it, so it wasn't like he was stealing someone from me.
• 8:33
  Speaker 2: We actually looked like that was a good fit.
• 8:36
  Speaker 2: And Jim became the integrator on his team, the operator, because Matt the visionary was very just, brilliant and a great producer and great at being in front of clients and he kept losing staff members or he would hire the wrong one.
• 8:52
  Speaker 2: And Jim came in there and is now they have 26 employees.
• 8:58
  Speaker 2: I think there's three equity partners, if I'm not mistaken, but Jim is really managing and holding all the accountability.
• 9:04
  Speaker 2: So I'm having lunch with Matt and he goes Josh, I think this book would be good for you and hands me traction, and this is when I'm running the firm, so this would have been about 2019.
• 9:13
  Speaker 2: And I'm like I read the book and then I read Rocket Fuel and I look around my leadership table and I'm like, holy crap, I have all people that think like me.
• 9:23
  Speaker 2: I have all visionaries sitting around this table.
• 9:26
  Speaker 2: No wonder we can't get anything done.
• 9:28
  Speaker 2: We have all these great ideas.
• 9:30
  Speaker 2: We have all these great ideas.
• 9:31
  Speaker 2: We can't get anything done.
• 9:32
  Speaker 2: And so I go to look for an integrator, and I happened to find a wonderful woman who is, who was in New York City at the time.
• 9:41
  Speaker 2: It's 2020.
• 9:42
  Speaker 2: She's locked in her apartment in COVID, but she happened to be from Madison, wisconsin, which is where I reside, so I worked to start recruiting her back home.
• 9:49
  Speaker 2: She tested off the charts as an integrator.
• 9:53
  Speaker 2: We read a couple of books together Like this is actually some good hiring practices as well.
• 9:59
  Speaker 2: It was a six month process of us getting to know each other, us reading books together and then eventually, her moving back to Madison and joining the team, and she's still with me today as my integrator.
• 10:10
  Speaker 1: Oh, I love that.
• 10:11
  Speaker 1: Okay, so let's back up for a second and explain, so for the advisor listening.
• 10:15
  Speaker 1: That's like, okay, I've heard of Gina Wickman, I've heard of the books, but I really don't know what.
• 10:20
  Speaker 1: And of course we love acronyms in this industry, so this just fits right in.
• 10:23
  Speaker 1: But, at the core, what is EOS?
• 10:27
  Speaker 2: EOS stands for Entrepreneurial Operating System, so it's really a system to build out systems, processes, accountabilities and help you run a practice or a business that is helpful in running itself, versus you trying to muscle everything that is helpful in running itself versus you trying to muscle everything.
• 10:47
  Speaker 2: Most of the time, what we see is that people are succeeding, operating at about 20% and succeeding despite themselves.
• 10:52
  Speaker 2: Our goal is to get you to 80% or better, but you'll never get to 100%.
• 10:59
  Speaker 2: That's utopia.
• 11:00
  Speaker 2: It's a dream state.
• 11:03
  Speaker 2: It's not that we don't try for that, but it really if we can get to 80% operating efficiency, build out these systems, get the right people in the right seats and really help people know what their roles and responsibilities are so they have role clarity and they love what they do.
• 11:17
  Speaker 2: If we can do that, you are having so much fun in your business, you're able to have freedom so that you can live the life of your dreams outside of your business, and your business is going to grow on average.
• 11:28
  Speaker 2: So we have studies throughout the EOS system that the teams or businesses that implement this grow at a 34.4% year over year clip.
• 11:37
  Speaker 1: Yeah, that's incredible.
• 11:38
  Speaker 1: And growth without the, you know so, sometimes when you grow so fast, your infrastructure just falls apart and you can't.
• 11:46
  Speaker 1: you can't keep up with that, that pace of growth but actually creating an infrastructure that allows you to continue to grow year over year at that level.
• 11:54
  Speaker 1: So I know every everybody listening is like, okay, that's me.
• 11:58
  Speaker 1: I am that you know perfect vision of the duck that's gliding along the water.
• 12:02
  Speaker 1: Everything looks great from afar but underneath it's a big old pile of legs kicking and churning mess and and all of the back end of the business is is kind of a little a little nutty.
• 12:14
  Speaker 1: So, let's say, an advisor starts with EOS, they start building out some of these, these systems and processes.
• 12:21
  Speaker 1: One of the biggest struggles that I see so we do a group coaching program that lasts for 10 months and at the very end of the biggest struggles that I see so we do a group coaching program that lasts for 10 months and at the very end of the program is that we spend out 10 months building out systems and processes and at the very end we get to leadership.
• 12:34
  Speaker 1: And this seems to be a common theme.
• 12:37
  Speaker 1: I know it was for me.
• 12:38
  Speaker 1: I can remember being 20, I don't know four and making my first hire and having absolutely no idea what I was doing as a boss.
• 12:47
  Speaker 1: I'm pretty pretty confident.
• 12:48
  Speaker 1: The woman I hired played solitaire and maybe answered the phone if she was available, like, and I was just so happy that someone was willing to work for me.
• 12:57
  Speaker 1: Right Like I had this backwards mentality when it came to being a boss.
• 13:01
  Speaker 1: Right Like I was just so grateful for help that I didn't really have a great structure to create accountability or expectations, and it was something I really had to at one point say I need to take leadership really, really seriously and actually develop my skills as a leader.
• 13:17
  Speaker 1: As much as you know, I hear all the time like oh, you're a natural born leader, I just like talking.
• 13:23
  Speaker 1: That's not a leadership skill right, I actually have to like just because I say something with authority doesn't mean it makes any sense.
• 13:30
  Speaker 1: So I actually have to like step back and start building out some of that leadership component.
• 13:35
  Speaker 1: So I know that's something with a lot of advisors that they're kind of struggling with too.
• 13:40
  Speaker 1: So leadership is a big piece of EOS.
• 13:42
  Speaker 1: Yes, yes, yeah.
• 13:42
  Speaker 1: So well, leadership is a big piece of EOS.
• 13:44
  Speaker 2: Yes, yes, yes.
• 13:45
  Speaker 2: Well, leadership is a big part of life, but as it pertains to EOS, it's really about accountability first, and to the degree that.
• 13:54
  Speaker 2: So everything, as John Maxwell says, everything rises and falls on leadership, and so the good news in your organization is, everything that's good about what's going on in your world is everything that's good about what's going on in your world is because of you.
• 14:06
  Speaker 2: The bad news is that everything that's bad going on in your world is also because of you, and so that's where we have to be really really good about leading ourselves first, becoming great leaders of ourselves, so that we can also lead others, because we can't expect of others what we're not willing to expect of ourselves.
• 14:28
  Speaker 2: So, as it pertains to EOS, when you build out the accountability chart which I know is a part of what you want to talk about the accountability chart is very different from an org chart, because the org chart is a typical like pyramid right, so you want to keep climbing that ladder.
• 14:44
  Speaker 2: In an org chart and an accountability chart, it's far more horizontal.
• 14:48
  Speaker 2: Yes, there's a visionary and integrator at the top, but it's really about getting the right people in the right seat.
• 14:53
  Speaker 2: So a great book which most people have probably read, is Good to Great by Jim Collins.
• 14:58
  Speaker 2: That book talks about right people, right seats, about right people, right seats.
• 15:07
  Speaker 2: That is part of the framework that helps formulate the accountability chart.
• 15:09
  Speaker 2: So what we do is we pick out the seat first.
• 15:11
  Speaker 2: What is the seat that we're trying to that is necessary for this organization?
• 15:16
  Speaker 2: So, for instance, sales and marketing Okay, what are the five key roles for that seat?
• 15:21
  Speaker 2: And we discuss as a leadership team for that seat and we discuss as a leadership team what are the five key roles, okay.
• 15:24
  Speaker 2: Then we discuss who All right, and if they're in a sales leadership role, if they're going to be, anyone that's reporting to them.
• 15:36
  Speaker 2: The first bullet point, excuse me, the first role and responsibility they have is LMA lead, manage, accountability and there's a whole lot of things that fall under that right, but that encompasses a lot, so that they get four other roles and responsibilities that are really key.
• 15:51
  Speaker 2: The only seat that doesn't have LMA, that's in a leadership role, is visionary.
• 15:59
  Speaker 1: Okay, tell us why.
• 16:02
  Speaker 2: The only reason why is because we suck at it, we are not good at it, we are not naturally wired to it.
• 16:08
  Speaker 2: So I laughed, I chuckled, when you said you were 24 and you hired your first person.
• 16:13
  Speaker 2: You had no idea what to do and you're just happy that she's willing to work with you.
• 16:16
  Speaker 2: Same, I think I was 25, but same.
• 16:20
  Speaker 2: The only advantage I had is I was a sales manager at Best Buy before then and I had some management experience, but they were reporting to me as a manager.
• 16:28
  Speaker 2: Right Now I'm a boss working with one single person and it's a pretty intimate relationship, right Like.
• 16:34
  Speaker 2: We see each other all day, we're in the trenches together all day, and we got to be able to communicate in a way that gets each other to do what we need to do to drive this thing forward.
• 16:43
  Speaker 2: We weren't taught in school how to be a leader.
• 16:48
  Speaker 2: We weren't taught how to be a boss, so we learned by trial by fire.
• 16:53
  Speaker 2: But the visionary as a general rule, like our innate ability, is to have big ideas and to see the big picture and to manage big relationships and to see the big picture and to manage big relationships.
• 17:03
  Speaker 2: An integrator, on the other hand, is more apt to be wired, to hold people accountable, to get into the weeds, to be able to see a project through.
• 17:13
  Speaker 2: Many of your advisors like me.
• 17:15
  Speaker 2: I don't know if you are, but I'll be vulnerable and tell everyone I'm ADD.
• 17:21
  Speaker 2: I sucked at test taking.
• 17:22
  Speaker 2: I had to get special accommodations with FINRA and American College.
• 17:23
  Speaker 2: I had to get the special room and I put two sets of earbuds on so I couldn't hear a dang thing so I could focus on the test.
• 17:30
  Speaker 2: Most.
• 17:30
  Speaker 2: I know a lot of advisors have ADD.
• 17:32
  Speaker 2: That's part of being that big visionary, and so when you have those ADD-like abilities, what you want is the contrarian to that, which is more OCD.
• 17:40
  Speaker 2: You want an integrator that's really particular about the details.
• 17:46
  Speaker 2: You want someone that actually can hold people accountable to a high degree and make sure that the project gets done, and then, in a leadership sense, when you're at the leadership table this is so good for politics nowadays too, which we won't dive into.
• 17:58
  Speaker 2: That's not what this podcast is about, but this question is something I bring up at this every time we're going to go into what's called IDS, which is identify, discuss and solve issues, and I say remember, we're focusing on what is right, not who is right because we're trying to get the ego out of it, and so that's why I bring up the politics thing, because we always focus on who is right but like no, we want to focus on what is right to move the organization forward and not who is right, beating our chest like oh I got, this is my idea, I want to claim ownership, like there's some badge or ribbon that we get for that we don't.
• 18:34
  Speaker 2: We want to focus on what is right to move the organization forward.
• 18:39
  Speaker 1: Okay, I love it.
• 18:40
  Speaker 1: So I want to pause and just double click on something that you said, that that we talk about a lot, and so I want to make sure that I heard this right, that we are looking to identify the role and then hire the right person for that role.
• 18:55
  Speaker 1: And I say that because I think we often, as advisors running a really small business, make a hire because we found a great person, and then we bring this person in because they were, a willing to work for us, b at the price that we were going to pay.
• 19:10
  Speaker 1: They seem really nice, right, and then we start to build the role around that person, as opposed to identifying the role that our business actually needs to grow and move forward and then hiring for that role.
• 19:22
  Speaker 1: Is that a fair assessment?
• 19:24
  Speaker 2: Exactly the only role that you can do that with, because we also teach a tool called Delegate and Elevate, where we're trying to get people into the upper left quadrant, which is what you love to do and you're great at doing.
• 19:36
  Speaker 2: It's what Dan Sullivan calls your unique abilities.
• 19:38
  Speaker 2: So you're trying to get your whole organization to that box.
• 19:42
  Speaker 2: But eventually there's a got to be like a catch all role, and the only role that I can think of that really fits that catch all role as an executive assistant.
• 19:50
  Speaker 2: They have the ability to go really wide, handle personal obligations to business obligations, to catch all the stuff and they enjoy being busy all the stuff and they enjoy being busy.
• 20:04
  Speaker 2: But everyone else should have a very specific role and you hire to that role and, by the way, it makes you creating the job posting very easy when you know exactly what you need from that role.
• 20:13
  Speaker 1: Yeah, I love it.
• 20:14
  Speaker 1: And then something else I wanted to just touch back on is you mentioned management versus leadership.
• 20:20
  Speaker 1: Why don't you talk to us about the difference between the two?
• 20:23
  Speaker 2: Yeah.
• 20:23
  Speaker 2: So managing, you manage tasks, you lead people right.
• 20:29
  Speaker 2: So you're managing them to their roles and responsibilities, but you have to show the way.
• 20:33
  Speaker 2: You have to lead the way.
• 20:34
  Speaker 2: You know a boss marches orders or barks orders from the back.
• 20:38
  Speaker 2: A leader is doing it from in front, and that's not to say that you have to go and do all the tasks that you got rid of on your delegate and elevate, but you do have to be willing to, because if someone goes on maternity leave or if someone has spouse has cancer, you want to have empathy to let them do what they need to do with personal time off and, by the way, the job still needs to get done.
• 21:00
  Speaker 2: So sometimes you got to step back in and show them hey, I'm willing to do this too, because I care about you and your wellbeing and you got to go take care of you.
• 21:10
  Speaker 2: So I'm going to step in here and take care of that.
• 21:13
  Speaker 1: Okay, and then I want you to talk for just a second to our Enneagram threes, or our potential micromanagers, the folks that are, you know, that struggle with leadership and having things done exactly the way that they want to do it and they tend to want to, admittedly, micromanage.
• 21:31
  Speaker 1: How do you, how do you work with advisors to get them kind of over that hump?
• 21:37
  Speaker 2: It's actually a big question, libby.
• 21:39
  Speaker 2: I don't know that I have really tried and true methods other than what I've always resounded in is like, if they can do it at least 51% as good as me, and it's not a crucial task.
• 21:52
  Speaker 2: Like it's not like, for instance, with us is like doing a discovery meeting with a client, like building that relationship that's a task I can't take away from me as an advisor.
• 22:05
  Speaker 2: I'm not going to put that on an associate necessarily.
• 22:08
  Speaker 2: But if it's like paperwork, if it's doing the financial planning we showed them the way and they can do it at least 51% better or 51% is good.
• 22:17
  Speaker 2: Like we're able to free up our time to more revenue producing tasks.
• 22:21
  Speaker 2: If we go back and micromanage that now, we're costing us time and we're demoralizing them and their work at the same time.
• 22:28
  Speaker 2: So what I would just set as a rule for yourself and the other thing for micromanagers what you got to do is really think about did I think about how you talk to your clients and as well as your employees, right?
• 22:42
  Speaker 2: So one of the best questions that I always ask my clients is did I do a good enough job today giving you and arming you with enough information for you to make an educated decision?
• 22:52
  Speaker 2: That was one of my favorite questions to ask, because I wanted them to make an educated decision, so they felt good about the plan and the steps that they were about to take and not have any buyer's remorse or think that I was selling them something.
• 23:07
  Speaker 2: So same thing for your employee.
• 23:09
  Speaker 2: Did I give you enough information, did I give you enough training for you to feel like you could do this at a really high level, like ask the question.
• 23:17
  Speaker 1: Yeah, yeah, because I find often when advisors are trying to assess a position right, that has kind of maybe a difficult like there aren't necessarily like specific numbers or quotas and we're having these like one-on-ones and we're trying to determine, like, are they excelling at their position or are they not Nine times out of 10, the person in that position has no idea what the metrics of success even are.
• 23:43
  Speaker 1: Like how do I even know if I'm meeting expectations, exceeding expectations, if I'm a front office admin or I'm in charge of just greeting clients and getting them seated and be like, how do I know if I'm doing well or not?
• 23:55
  Speaker 1: And trying to define, like, what does success look like for that role?
• 24:00
  Speaker 1: But then the advisors are coming and saying, hey, you were supposed to schedule 15 appointments a week and you're only getting 12.
• 24:05
  Speaker 1: And instead of asking the question, like, did I give you enough clarity?
• 24:09
  Speaker 1: Why are we collectively not reaching this number?
• 24:13
  Speaker 1: And we assume it's because they're not good at it or they're not doing their job, when in fact it might be.
• 24:18
  Speaker 1: We didn't give them enough clarity over what it is that we wanted.
• 24:21
  Speaker 1: We didn't give them enough names to call.
• 24:22
  Speaker 1: They were inundated with too many other priorities.
• 24:26
  Speaker 1: So, as a fellow ADHD-er.
• 24:28
  Speaker 1: We might have given them too many priorities and not helped them understand which ones were supposed to happen first.
• 24:35
  Speaker 1: There's so many other things that could be going on underneath the surface that are our job as a leader to provide to them, versus just saying like hey, you didn't meet that and that means that you did bad or you didn't excel at that particular job.
• 24:49
  Speaker 2: That's so good and it makes me think of.
• 24:51
  Speaker 2: One of my favorite quotes is leaders that care more win more.
• 24:55
  Speaker 2: And so are you caring about the person, or do you just care about your own self, your own pocketbook, your own business, and you don't think of this person as a person that you've hired and brought into your culture?
• 25:09
  Speaker 2: Because if you truly cared, you'd be asking them those questions and having conversations, like you just said, to make sure that you did your job, to really care enough that you train them, care enough that you train them or they're going, hey what objection are you running to on the phone?
• 25:26
  Speaker 2: Maybe I can help you with that, because I've run into every objection on the phone.
• 25:29
  Speaker 2: I'm sure you have as well, Libby.
• 25:30
  Speaker 2: Well, the vast majority of them.
• 25:32
  Speaker 2: There's typically only three that really come up often, but we've heard several.
• 25:37
  Speaker 2: But like, can I help you through that and care about the person so that they do a good job?
• 25:41
  Speaker 2: And then what that doesn't turn is that makes them want you to win, that makes them want to work harder for you instead of you just coming down on them all the time and picking at them.
• 25:53
  Speaker 1: Right, like, did I equip you with the right tools, the right training, the right resources?
• 25:57
  Speaker 1: Is there something that you need more of from me?
• 26:00
  Speaker 1: Right At the end of the day?
• 26:02
  Speaker 1: And it's interesting to me how many advisors like churn through employees and they never make the connection that there's typically a common denominator.
• 26:09
  Speaker 1: That is them and they haven't slowed down.
• 26:14
  Speaker 1: They wait till the wheels fall off and then they hire and then they're scrambling and they don't have an onboarding process for new employees.
• 26:20
  Speaker 1: They're not taking adequate time.
• 26:22
  Speaker 1: They're kind of throwing them into this.
• 26:24
  Speaker 1: We'll just figure it out.
• 26:25
  Speaker 1: Or I see a lot of offices so I do.
• 26:28
  Speaker 1: On occasion I'll pop in and help an advisor that I coach run, like if they're doing like an intensive with their team, and I will run.
• 26:36
  Speaker 1: And it's amazing to me how many team members are like.
• 26:39
  Speaker 1: When I come into the office every day, everything's on fire.
• 26:42
  Speaker 1: I don't know what the priorities are.
• 26:44
  Speaker 1: I'm not really sure what I'm supposed to do first and how I'm supposed to do it.
• 26:48
  Speaker 1: We don't have standard operating procedures.
• 26:50
  Speaker 1: There isn't this like list of things that I follow.
• 26:52
  Speaker 1: We're constantly winging it and then you know so-and-so Libby's over here with her stupid visionary brain changing everything all of the time.
• 27:02
  Speaker 2: Well, go ahead changing everything all of the time.
• 27:03
  Speaker 2: Well, go ahead.
• 27:03
  Speaker 2: I was just going to say that.
• 27:05
  Speaker 2: You know, I one of the things I hate is when parents or people in general just say, well, that's how I was treated, or that's that's how I grew up, or I had to figure it out when I first started in this business.
• 27:18
  Speaker 2: So you figure it out and you don't stop to think like wait, is that right?
• 27:20
  Speaker 2: Because I really struggled to figure it out.
• 27:22
  Speaker 2: What if I could create a way where that person that I just hired didn't have to struggle to figure out?
• 27:26
  Speaker 2: And I created a great onboarding process.
• 27:28
  Speaker 2: Like Libby mentioned.
• 27:29
  Speaker 2: I created a trading and development process that was creating and turning out rock stars that I didn't even have to manage because they're just doing their thing and we're just crushing it.
• 27:38
  Speaker 2: Like, what if I did that?
• 27:39
  Speaker 2: Like stop and ask yourself the question and don't just accept this, this.
• 27:44
  Speaker 2: Well, that's how I was treated, or that's how I grew up, or whatever it may be.
• 27:52
  Speaker 1: Yeah, Well, no, cause, half the time I'm like cause that sucked for me and I it did I.
• 27:54
  Speaker 1: If I could have figured some of that stuff out faster, I would have had a much better trajectory early on in the business than than I did.
• 28:02
  Speaker 1: So okay, so let's talk a little bit about adversity and how you kind of help advisors work through that.
• 28:13
  Speaker 2: So we're all going to have adversity.
• 28:15
  Speaker 2: I think the simplest one we get into is no's right, the no's that we get beat up on the phone.
• 28:22
  Speaker 2: We get told no a lot.
• 28:23
  Speaker 2: And the first thing is thinking through like we can't control other people.
• 28:28
  Speaker 2: What we can do is control ourselves.
• 28:30
  Speaker 2: And how are we approaching them?
• 28:31
  Speaker 2: Is our language good?
• 28:33
  Speaker 2: Do we have the right posture?
• 28:34
  Speaker 2: Like we have to think through like little things, like do I sound better If I'm calling someone?
• 28:40
  Speaker 2: All they have is the tonality of my voice?
• 28:42
  Speaker 2: Do I sound like a friend to them or do I sound like a salesperson?
• 28:47
  Speaker 2: Do I think through these things to help myself?
• 28:49
  Speaker 2: Because that's what I can control.
• 28:50
  Speaker 2: I can't control if I call Libby and she says yes or no, that's her decision.
• 28:55
  Speaker 2: I can just control how I show up to her.
• 28:57
  Speaker 2: So I think through things very minutely like that.
• 29:02
  Speaker 2: But then, going through adversity, like bigger life adversities, we have to be really, really good at being able to take the temperature of ourselves and show up.
• 29:12
  Speaker 2: So one of my mantras is I want to be the best hour of someone's day.
• 29:16
  Speaker 2: So one of my mantras is I want to be the best hour of someone's day.
• 29:18
  Speaker 2: And so, coming into this podcast.
• 29:20
  Speaker 2: This morning I was driving over to the farm and my farm here and I'm like I want to be the best hour of Libby's audience's day and so I have that mantra every time I go into Maine.
• 29:30
  Speaker 2: But the only way you can do that is if you show up your best self, so are you properly giving yourself the right nutrition and hydration and sleep and exercise and mental clarity?
• 29:41
  Speaker 2: So one of the things, one of the tools that EOS utilizes, is what's called clarity breaks, and I didn't call it this.
• 29:47
  Speaker 2: When I was the managing partner of a large firm, I just had a spot on my calendar every Friday morning at 10 am where I was at a coffee shop and it was a nice coffee shop.
• 29:57
  Speaker 2: It wasn't quiet because there's barista machines and whatever else, but it was not in my office and it was not in my home and you could go to a park, you could go to whatever it may be.
• 30:06
  Speaker 2: But I always use this example if I had to terminate someone on Tuesday at 9 am and then I had a recruiting meeting or a mentor meeting at 10 am, I obviously have feelings about terminating someone that I cared about at 9 am, but I have to compartmentalize those, because I have to be my best for that 10 am.
• 30:23
  Speaker 2: Now what a lot of people do is sweep that under the rug, and especially us.
• 30:28
  Speaker 2: You know alpha men like we sweep that under the rug because they're like, oh, I don't have to deal with that, I don't need to feel those emotions, whatever.
• 30:33
  Speaker 2: The problem is is that rug gets so big that you trip over it and then you lash out on your spouse or you lash out on your kids, or you lash out on your employees.
• 30:41
  Speaker 2: That didn't deserve it because you didn't process your feelings and that's 100% your fault.
• 30:48
  Speaker 2: And now you cause a bigger problem for yourself because you didn't actually do the work to process what you're going through.
• 30:55
  Speaker 2: So that's what those clarity breaks are for.
• 30:57
  Speaker 2: It could be emotions, it could be thoughts like, oh, I have this recurring thought or idea and it keeps popping up.
• 31:03
  Speaker 2: I should probably spend some time working through that thought instead of just running to the next thing and running to the next thing and running to the next thing.
• 31:09
  Speaker 2: So that's what those clarity breaks are for.
• 31:11
  Speaker 2: So you, just as a leader, need to figure out your cadence.
• 31:14
  Speaker 2: It could be daily, could be once a week, like me, could be once a month.
• 31:18
  Speaker 2: But you do need to find out a clarity break, a great spot that helps you think through things or feel emotions like a park, your favorite spot that has a sentimental meaning to you, whatever it may be, and work through those things.
• 31:31
  Speaker 2: The other thing it does is it gives you a permission slip.
• 31:34
  Speaker 2: It's like, hey, I'm not going to trip over this rug.
• 31:37
  Speaker 2: I know I have these emotions from firing this person at 9 am on Tuesday If I don't have it dealt with by then, like on a drive home or whatever it may be.
• 31:45
  Speaker 2: I have a spot on Friday to deal with that and now I freeze my mind for that 10 am for me to be the best that I can.
• 31:53
  Speaker 1: I love that.
• 31:54
  Speaker 1: That kind of falls into what you said at the at the beginning about leading yourself, and one of the things that I do notice and I'm curious if you see this too is that so in our coaching we do a lot of kind of understanding how we're spending our time right and how are we leveraging, how are we scaling ourselves Like, and one of the things that I tend to notice is very little to no margin or white space on advisors' calendars.
• 32:21
  Speaker 1: So is that something that you see to be pretty common, that we're like tapping it all in Okay.
• 32:28
  Speaker 2: I'm like nodding my head and gritting my teeth because I'm that exact way, like if I'm doing posting and planning on a Tuesday and I see a blank spot on my calendar on a Wednesday, I'm like I got to fill that spot and the reason being is because I'm not good with blank space, like I'm not productive and because of my ADD nature, I'll scroll my phone, I'll find something else to do, I'll do something that's not productive and so I'll.
• 32:51
  Speaker 2: I would put in that spot hey, respond to clean up the inbox, do case notes?
• 32:56
  Speaker 2: I would fill those spots.
• 32:57
  Speaker 2: So I would say that you know what do you need to prepare?
• 33:01
  Speaker 2: So that's why I look at the day before at the end of the day, look at the next day or, if it's a Friday, look at the next week and figure out how can I be most effective.
• 33:09
  Speaker 2: Do I need to take a clarity break to process emotions?
• 33:12
  Speaker 2: Do I need to think through something a little bit more deeply?
• 33:14
  Speaker 2: I wanted to formulate an email to someone that would require a little bit more thought and I actually put that in my calendar yesterday.
• 33:22
  Speaker 2: Formulate email it didn't say send email, so formulated, and it was just a half hour slot that I put on my calendar.
• 33:29
  Speaker 2: So if you just think through it, like that's where preparation comes in, a lot of people just finish their day, get done with their last meeting and bolt home, and because of timing that may be true, but what I, or you know me, may be trying to get to a kid's sport event or whatever it may be.
• 33:44
  Speaker 2: Um, I get that because I have four young kids.
• 33:47
  Speaker 2: But if you block it in your calendar for instance, tonight I have 6 pm with my son's baseball game that I want to be at, so I know that I have to leave the farm by 4 pm to be able to get a workout in before I get to his game, because I don't miss his game.
• 34:02
  Speaker 2: And so the before 4pm, then from 345 to four, I got to make sure that I'm posting and planning for the next day.
• 34:09
  Speaker 2: I got to be getting my mind right and like, okay, everything's settled here and I'm ready to attack the next day.
• 34:15
  Speaker 2: Now my mind's free to go, work out and be with my family.
• 34:19
  Speaker 1: Yeah, and so it sounds like.
• 34:19
  Speaker 1: So you have like a shutdown, like what I would call like a shutdown routine at the end of the day, where you're like, okay, I'm going to recenter get organized that when I show up tomorrow there isn't this like.
• 34:29
  Speaker 1: So at least for me, with my ADD there, I like I don't need to have like time to think about things, cause if I think about things because if I think about things I'll just like do things, like I need to be intentional about saying this is going to happen at this time and I got to do this, and then this, then this, and lay it all out while it's still kind of fresh.
• 34:43
  Speaker 1: Otherwise I'll come in in that morning and just be like what should I do today?
• 34:47
  Speaker 1: Oh, let's see.
• 34:48
  Speaker 1: Oh, that's interesting.
• 34:49
  Speaker 1: Like email, I love emails.
• 34:52
  Speaker 1: Um, so do you have a like a startup routine and a shut down?
• 34:56
  Speaker 1: Do you bookend your day with some sort of like little routine?
• 35:00
  Speaker 2: Yeah, it's exactly.
• 35:01
  Speaker 2: It's very, very simple.
• 35:03
  Speaker 2: It doesn't take long, but it's really like in the morning is how can I be the most productive and most efficient today?
• 35:09
  Speaker 2: And at the end of the day is encapsulating the activity that was done, perhaps getting any to-dos registered in your CRM, or however you utilize to-dos, and then looking ahead to see how you can attack the next day.
• 35:24
  Speaker 2: Now, remember, in the morning you're going to see if you were right the day before, how can you attack the next day and you get another crack at it.
• 35:30
  Speaker 2: However, it's shutting it down because, tell me if you resonate with this, a lot of times we would leave things undone during the day.
• 35:39
  Speaker 2: And then we get home and we're thinking when we're supposed to be with our kids or our spouse, we're thinking about work, and then we're not fully present with our kids or our spouse.
• 35:49
  Speaker 2: And then the next day, the next morning, we wake up feeling guilty about us not being as present and as good of a parent or spouse the night before, and we end up in this guilt and shame cycle and then we don't get the job done the next day and the only way to end it is to actually do what you're supposed to do at work so that you can free yourself up to be the parent or spouse at home.
• 36:12
  Speaker 1: Yeah, yeah.
• 36:13
  Speaker 1: So for me I worked three days a week, so I had Wednesdays and Fridays off and those were my days to play at home mom.
• 36:19
  Speaker 1: And when I first was adjusting to that schedule, there was a lot of like while I was at work, I was doing stuff for the family and then while I was home, I was, you know, fielding calls and emails from the and it was just like.
• 36:30
  Speaker 1: It was like doing 80% of everything wherever I was, and it was.
• 36:34
  Speaker 1: It wasn't until I really figured out how to be.
• 36:37
  Speaker 1: Like when I'm at the office, I'm 100% here, and then when I'm home, I am 100% here and getting really clear with myself what my boundaries were, but then also getting really clear with my team what my boundaries were.
• 36:50
  Speaker 1: And when I was able to finally figure that out and I don't know that it's ever perfect, right, like there's always going- to be especially as a parent.
• 36:58
  Speaker 1: There's always going to be like- 80%, libby 80%, we're just kidding.
• 37:02
  Speaker 1: But once I kind of was able to really get into like I'm a better mom when I don't do that stuff at the office and I'm a better employee of myself when I'm not trying to mom at the office too, and kind of starting to lay out really, really clear boundaries and giving myself white space.
• 37:25
  Speaker 1: And the most important thing I learned is that advisors are horrible at math because we add, add, add and we never subtract anything from our own lives.
• 37:30
  Speaker 1: Like well, it's like, yeah, sure, I'll be on that advisory committee.
• 37:33
  Speaker 1: Oh, okay, yeah, I'll do that thing for the PTA.
• 37:36
  Speaker 1: And like we never look at our calendar and say what am I actually going to remove in order to make these things happen?
• 37:44
  Speaker 1: And then the only person that pays the price for that is myself.
• 37:47
  Speaker 1: Right, like I don't have time to work out, I don't have time to read, I don't have time to do things for myself because I've said yes to so many other things.
• 37:53
  Speaker 1: And then I put myself on the back burner and I don't like they're like I'm terrible at math.
• 38:01
  Speaker 1: And that's where I needed an integrator to come in and say to me like okay, you've just come up with 37 new ideas, great, interesting.
• 38:08
  Speaker 1: Which things do you want me to deprioritize that you've already given me in order to make those things happen?
• 38:13
  Speaker 1: And when she would frame it that way, I'd be like, well, but like I don't want you to deprioritize anything that we're currently working on because there was our current off, current priorities.
• 38:22
  Speaker 1: She's like, okay, great, so which of these ideas do you want me to like put on the back burner?
• 38:27
  Speaker 1: Which do you want me to just eliminate forever?
• 38:29
  Speaker 1: Or do you want me to do you want to pick something that we're currently working on, a current initiative, and get rid of it?
• 38:34
  Speaker 1: And it was always so helpful to have somebody else kind of look at that and say, like you can't do it all and you're going to have to pick and choose, and if you're going to say yes to something, you're saying no to something else, whether you're doing it intentionally or not.
• 38:50
  Speaker 2: She sounds awesome, First of all.
• 38:51
  Speaker 2: And second of all, exactly right, that takes courage to bring that to a boss and say, hey, I get it.
• 38:59
  Speaker 2: These are great ideas.
• 39:00
  Speaker 2: However, and that's what a great integrator does is understands the scope of what we have going on, Because I have all these ideas all the time and I go to Alicia.
• 39:09
  Speaker 2: I was like, do we have the bandwidth for that?
• 39:11
  Speaker 2: Like I've learned now to ask that, Because really it's saying does she have the bandwidth for that?
• 39:16
  Speaker 2: Because I will just run, run, run.
• 39:18
  Speaker 2: The visionaries are going to run.
• 39:20
  Speaker 2: The integrator is the one that does the break to your gas to say, hey, at what expense?
• 39:25
  Speaker 2: And I'll give you one quick example of a great female advisor, because I know I want to get going with questions.
• 39:30
  Speaker 2: But he realized early in her career my friend Rebecca Bast out of Tampa that she has two kids and she only had 18 summers with them, and so she built a team so that she works only through the school year and takes the entire summers off, and her clients know this and they love her for it.
• 39:51
  Speaker 2: And she works mostly in the medical markets and they, you know, and these type A alpha doctors, they get it somehow.
• 39:59
  Speaker 2: But she set up her whole world like that, so it can be done.
• 40:03
  Speaker 1: Yeah, no, absolutely.
• 40:04
  Speaker 1: I love that.
• 40:04
  Speaker 1: Well, thank you so much for sharing all of these things.
• 40:08
  Speaker 1: So if an advisor is like OK, eos, yeah, where would they go to get started in understanding the concept and embracing some of the pieces?
• 40:19
  Speaker 2: So what I will tell you is you can self-implement.
• 40:22
  Speaker 2: I tried to self-implement and now that I'm trained on it, I can confidently say that I got about 20% of it right.
• 40:27
  Speaker 2: So I would start with the book Traction.
• 40:30
  Speaker 2: You can start to implement some of these ideas.
• 40:32
  Speaker 2: Rocket Fuel is a good follow-up.
• 40:34
  Speaker 2: Get a Grip is a book that takes you through the story of what it's like to work with an implementer like me.
• 40:44
  Speaker 2: There's great implementers throughout the country.
• 40:45
  Speaker 2: If I'm not the right fit, I can certainly introduce you to someone that's either local to you or that might be a right fit for your personality.
• 40:50
  Speaker 2: The EOS Worldwide website has incredible resources.
• 40:55
  Speaker 2: It's amazing what EOS gives away for free because they just want your business to succeed.
• 41:00
  Speaker 2: You can subscribe.
• 41:02
  Speaker 2: If you're a self-implementation type of person, you can subscribe.
• 41:07
  Speaker 2: I think it's like 400 bucks a month or something of that nature, versus getting a full implementation done by someone like me, which is going to be in the thousands.
• 41:17
  Speaker 2: But it just depends on where you're at and what you think you need.
• 41:22
  Speaker 2: I needed that third party in the room.
• 41:23
  Speaker 2: I wish I had it.
• 41:24
  Speaker 2: You know, when I first read the book, I was too ADD that I didn't read the end, that I could have stroked a check to write a or find an implementer.
• 41:31
  Speaker 2: I didn't read that part Because I would have gladly stroked that check, but now, knowing what I know, now it's like you guys this can help you so much.
• 41:41
  Speaker 2: Even if you just take the Vision Traction Organizer tool and I'm going to give a couple tools for Libby to include in the show notes Even if you take those and start working through them yourself and then realize, potentially six months from now, a year from now, that you want to hire an implementer, like again, reach out to me.
• 41:57
  Speaker 2: I'd be happy to introduce you to someone.
• 41:59
  Speaker 2: I have a passion around helping all of you in the financial advisory industry, because it's the career that really gave me everything that I have today.
• 42:06
  Speaker 2: So I would love to be of resource for you and be of help.
• 42:10
  Speaker 1: I love that, and we'll make sure we've got all of the ways that advisors can get in touch with you in the show notes, all of the books that we've mentioned and, of course, the resources that you are so generous to share.
• 42:20
  Speaker 1: Before we go, I always ask my guests that own their own business or run their own show for one or two things that you have kind of figured out as a business owner that help you operate so much more efficiently.
• 42:35
  Speaker 1: So this could be a daily practice.
• 42:37
  Speaker 1: This could be a software or a tool, this could just be a mindset hack.
• 42:42
  Speaker 1: So share with us a couple of things that you have sort of figured out for yourself that help you operate at a higher level.
• 42:49
  Speaker 2: I'll give you the biggest one because it took me going to the valley or the pit of despair to figure it out.
• 42:57
  Speaker 2: The way I go through my coaching model is very different than a lot.
• 43:03
  Speaker 2: Most of us go through our life figuring out how to get advanced in our career and create the best life financially or otherwise for ourselves, and we actually skip over what's most important or sacrifice what's most important in our lives.
• 43:17
  Speaker 2: And so my five bridges that I take people through is number one spiritually make sure that you're right to spirit.
• 43:22
  Speaker 2: You don't have to believe what I believe, but you have to get your spirit right, because it's really really important to make sure that you're whole as a person.
• 43:31
  Speaker 2: Number two is internal making sure that you are right with your physical health and your brain health.
• 43:37
  Speaker 2: Nutrition and all these other things fit into that.
• 43:40
  Speaker 2: But if you're not able to show up in a healthy manner for yourself, both physically and mentally, you can't be the best for your clients, you can't be the best for your spouse, you can't be the best for your kids.
• 43:53
  Speaker 2: Number three is relationships.
• 43:55
  Speaker 2: First, your relationship with God.
• 43:57
  Speaker 2: Second, your relationship with your spouse.
• 43:59
  Speaker 2: Third, your kids and then everyone else.
• 44:01
  Speaker 2: And number four now we get to environment, which I place for your professional career, your financial, your play, your creative, all that environment stuff that helps you be the best version of yourself and your professional nature.
• 44:15
  Speaker 2: And number five, if we get the first four bridges right, is your legacy.
• 44:20
  Speaker 1: Love that.
• 44:21
  Speaker 2: If you do the first four right, you get to leave an amazing legacy.
• 44:25
  Speaker 1: Yeah, it's so interesting.
• 44:26
  Speaker 1: I tried this new thing.
• 44:27
  Speaker 1: I've been trying this new thing for like a month now.
• 44:29
  Speaker 1: It's called getting eight hours of sleep.
• 44:31
  Speaker 1: It's amazing.
• 44:33
  Speaker 2: Why didn't anyone tell me this?
• 44:35
  Speaker 1: sooner.
• 44:40
  Speaker 2: You know what's crucial about that.
• 44:40
  Speaker 2: So I wear this whoop band.
• 44:41
  Speaker 2: I don't know if you do the aura ring or whoop band, but it tells you your sleep.
• 44:43
  Speaker 2: And so what's most important is sometimes like my wife will get eight hours of sleep, but she doesn't sleep as well as I do because it's not as deep asleep.
• 44:50
  Speaker 2: So I need at least three hours of deeper REM sleep.
• 44:52
  Speaker 2: So if I even get five hours of sleep, but if I got three hours of REM or deep sleep, I'm good.
• 44:58
  Speaker 2: If I get eight hours and only two hours of REM, I'm not as sharp.
• 45:04
  Speaker 1: I love that.
• 45:04
  Speaker 1: So tracking kind of that deep sleep, yeah, I mean it's amazing.
• 45:09
  Speaker 1: I'm not sure how I operated before when I was running my financial advisory practice and I had young kids.
• 45:15
  Speaker 1: This is terrible, but I was averaging somewhere between four and a half and five and a half hours of sleep and I don't know how I was functioning.
• 45:22
  Speaker 1: I wasn't functioning.
• 45:24
  Speaker 1: Probably coffee, that's for sure.
• 45:26
  Speaker 1: Oh yeah, so much coffee.
• 45:27
  Speaker 1: I didn't start drinking coffee until I had my second child, and after that my implementer came to me, or my integrator, and she came to me and she goes you need to start drinking coffee or I'm going to quit.
• 45:41
  Speaker 1: So then it started a whole habit and now it's a whole thing that I'm still trying to unwind, thanks to her.
• 45:46
  Speaker 1: But yeah, she was like look, you're going to have to start drinking coffee.
• 45:49
  Speaker 2: Everything in moderation, right Awesome.
• 45:52
  Speaker 1: Well, thank you so much for being here.
• 45:54
  Speaker 1: I know somebody listening this will really click for and even just at a bare minimum, for advisors to really start thinking through what leadership really could and should look like inside of their business, and that it is a higher calling to help our employees develop both personally and professionally, and that when we're being intentional about how we approach that, that everything will start to come together for us and really help us build that bigger vision that we've all had for our businesses.
• 46:24
  Speaker 1: So thank you so much for being here.
• 46:27
  Speaker 2: I appreciate you having me.
• 46:28
  Speaker 2: This is like I said before it's a passion of Pornhub Advisors.
• 46:31
  Speaker 2: I love this career, I love the ability to impact and I love the impact that all of you are having on your clients and their families.
• 46:39
  Speaker 1: Awesome.
• 46:39
  Speaker 1: Thanks a lot.
• 46:40
  Speaker 1: We'll have an amazing rest of your week.
• 46:42
  Speaker 2: You as well.
• 46:44
  Speaker 1: I always love conversations around that whole space of being a CEO and starting to think about your business like a business owner.
• 46:52
  Speaker 1: I'm I share this all the time with people that you know my, when I came into this industry, my broker dealer did an amazing job teaching me how to do financial planning, teaching me how to sell, teaching me how to run illustrations and implement product and match product with, you know, as a solution for the right problem and all of those things, but did a terrible job, uh, you know, and most broker dealers and most RIAs kind of fail at teaching us how to actually run the business side of the business.
• 47:22
  Speaker 1: A lot of advisors are sort of business owners by happenstance and we didn't really necessarily set out to do that.
• 47:28
  Speaker 1: So I love these conversations.
• 47:30
  Speaker 1: So a couple of the takeaways that I had from this conversation with Josh that I just wanted to highlight here at the end is I loved this idea or this John Maxwell quote that he shared everything rises and falls on leadership.
• 47:44
  Speaker 1: I think that's such a great, a great quote and there's so much incredible truth to that.
• 47:50
  Speaker 1: I think about that through the lens of as a business owner, but also through the lens as a mom and what that looks like.
• 47:58
  Speaker 1: You know, everything rises and falls on leadership, so putting time and effort and energy into becoming a great leader is really, really important.
• 48:06
  Speaker 1: I also love this idea of he shared that all ADD needs OCD and I thought that was really funny and what a great.
• 48:16
  Speaker 1: I mean I think about my director of operations and how amazing she was and how she was a little OCD and how that was so wonderful to offset my ADD.
• 48:26
  Speaker 1: And you know I talk about that very openly here at the efficient advisor and I'm 100% convinced that advisors with ADD make excellent, excellent advisors and we have to be really thoughtful about how we use that superpower and not let it be a huge distraction to our business, but instead how do we harness that and hire a opposite to bring all of those crazy good ideas that we have to fruition.
• 48:53
  Speaker 1: I also love just this concept of clarity breaks and it's something that actually, since I recorded this episode with Josh I don't know a month, month and a half ago I've been trying to implement more clarity breaks during the day.
• 49:04
  Speaker 1: And you know me, I love me a good multitask, so I've been trying to throw on my shoes and go out for a walk.
• 49:09
  Speaker 1: The weather is still beautiful here in Ohio and do these clarity breaks while getting a little bit of blood pumping and a little exercise.
• 49:18
  Speaker 1: And he also shared another takeaway with some of his favorite EOS tools and he's going to give us a link.
• 49:25
  Speaker 1: I know he's willing to share some of that.
• 49:26
  Speaker 1: You can also go out to the EOS website and they've got all kinds of free tools that you can download, but specifically the three that he mentioned were the accountability chart, building rocks out in your business, quarterly rocks and the people analyzer.
• 49:39
  Speaker 1: So make sure you check out those tools Awesome.
• 49:47
  Speaker 1: Well, thank you guys so much for joining us.
• 49:48
  Speaker 1: If you've made it to the end here, you are a super trooper.
• 49:50
  Speaker 1: I appreciate your attention and your listenership and I'd love to connect with you further over in the efficientfficient Advisor community on Facebook free community for advisors and their ops people really just sharing ideas, templates, tools, resources, feedback.
• 50:06
  Speaker 1: I mean it's just a great community.
• 50:07
  Speaker 1: We've got about 2,200 members right now and I love that.
• 50:12
  Speaker 1: Someone can post a question and people just pour into that person with thoughts, opinions, ideas, resources.
• 50:17
  Speaker 1: Hop on a call with me.
• 50:19
  Speaker 1: It's just.
• 50:20
  Speaker 1: It makes me so happy because that's exactly what I envisioned for that community, or you can also hang out with me on LinkedIn.
• 50:27
  Speaker 1: That's the platform of choice for me.
• 50:29
  Speaker 1: That's where I spend most of my time, love getting DMs from you guys and we are starting to kind of build out our content calendar from a podcast perspective, so I would love to know what episodes would be helpful for you as we wrap up the year here and as we head into 2025.
• 50:47
  Speaker 1: So if you've got a question or a process that you would love to know how we handled or how other advisors handle, please, please, please, shoot me a note, let me know and I will gladly build an episode around it.
• 50:59
  Speaker 1: Thank you so much and I hope you guys have an amazing rest of your week.