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Nov 6, 2018

Host Jack Martin, strategic marketing consultant and founder of the Elite Advisor Group talks with "Coach" Joe Lukacs about how advisors can finish 2018 with a bang, and set the table for an even bigger 2019. Coach Joe is the founder and CEO of the Magellan network. For the last 25 years he's helped the industry's leading advisors realize more success. 


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SUZANNE LYNN:               00:03     Welcome to our JTalks podcast. Where leading advisors find the field to drive their business alpha. For those of you who may be joining us for the first time, InsurMark is an advisor development organization. This is the next step in our 35 year history of aligning the independent financial advisor with best of breed resources and services. From a dedicated professional team, product partners, technology vendors, practice management leaders and business development systems. Today Jack Martin, our strategic marketing consultant and founder of the Elite Advisor Group will be talking with coach Joe Lukacs about how advisors can finish 2018 with a bang. And set the table for a bigger 2019.

SUZANNE LYNN:               00:50     Coach Joe is the founder and CEO of the Magellan network. For the last 25 years he's helped the industries leading advisors realize more success business. Now, let's join Jack and Coach Joe.

JACK:     01:05     Thanks for joining us, today. This has been a pretty interesting year for advisors, what with all the volatility, regulatory and technology changes that we've seen. It certainly made it challenging for a lot of advisors to find more client time, more family time and to achieve that work life balance. Today, we're talking with performance coach extraordinaire, Joe Lukacs about how to finish 2018 with a bang. I'm curious. How did the moniker Coach Joe get started?

COACH JOE:        01:37     It just came about quite frankly, Jack, after 25 years. It was just simple to say Coach Joe versus Joe Lukacs with the funky spelling that I have. Instead of having everybody butcher my last name, we just kinda eliminated it a little bit and we like to keep things simple, here.

JACK:     01:53     Gotcha. In spite of all this volatility and all these changes, many advisors are having a great, let's say even record year. Joe, how are you and your advisor clients approaching your end?

COACH JOE:        02:08     Jack, that's a great question and I think it depends on where we're at. For your comment, I think advisor in one to three conditions. They're having a record blow-out, excellent year. They're having an okay year and they're not having a good year. Think about the three different types. What I've always found very fascinating, when somebody has, let's just say record year, if you talk to them, one of the biggest fears is how do I do it again, next year? Or how do I surpass it? In essence it becomes a bit of a stresser.

COACH JOE:        02:41     The second scenario, when you're having an okay year, could have been better, you get a passing grade. You're not gonna get an A. Question then comes, "What do I need to do better?" "What do I need to do different?" Then the third scenario is, it just didn't work out. For whatever reason. Maybe there were some personal challenges that distracted you, whatever it is. We were in survival mode the entire year. That's where you have to look and say, "What has to be different? What different dynamics do I need to bring in?"

COACH JOE:        03:12     I think, a little bit, it depends on where you're coming from as you exit out of 2018. Kind of pivoting towards 2019. I think of all scenarios, like the advisors having an excellent year, you've gotta keep your foot on the gas. And here's why. The reason why you're having an excellent year is cause you're executing things. You're behaving a certain way. You're focused on certain things. Sometimes there's a tendency to start sandbagging a little bit going into November, December and that normally allows our habits and the structure that we put in place, that got us our excellence to wither. We wanna keep things going as long as we can; keep moving forward.

COACH JOE:        03:53     If you're kinda in that middle box, where it's been okay, you wanna start ... whatever changes that you think you need to make, you don't wanna wait till January 1st and say, "Okay, new year. Let's go ahead and let's make these massive changes come January 1st." Because the reality is that your 2019 needs to start, now. It's a dual mandate. Finish 2018 but look at where you have your gaps and then what you wanna do there is start working on them, now. November, December, so everything is grooved come January 1st. Then, if you're in the third scenario, I think it's really a time to be reflective and say, "Okay, is the reason why I had a poor 2018 internal, external or a blend?" What I mean by that is external. Maybe there's something. Maybe a family member, a relative was sick or something. There was a distraction and some adversity, if you will, that was external.

COACH JOE:        04:48     Or, was it totally self sabotage. You just kind of you dig out of the blocks really well. We'll talk about that in a little bit. You defaulted back in survival mode and for some advisors, Jack, this is their entire career, is like 20, 25 years of start up. Every year it's a new year. Every year it's gonna be different. It really doesn't do that. It really doesn't become that. I think it really depends on where you're at, but in any of these three scenarios, the one common theme is gonna be this. 2019 starts today. The prep for it, the habit building. The formation of the systems need to start now so you enter the New Year the way that you need to.

JACK:     05:32     With your advisor clients, do you typically have a checklist of things that you want them focused on at year end? Is there a set of tasks or strategies that you're keeping in front of your folks?

COACH JOE:        05:50     Yeah, there is Jack. Actually I called the year end punch list. So, some of the elements on that, would be, "Hey, where are we with our CE credits? Are we good to go on that? Are we gonna get any surprises come January? We wanna have a good look at that. On the client side, obviously RMD's, tax loss harvesting, if that's appropriate. We wanna make sure that's happening. From a team perspective, we wanna schedule a team offsite towards a latter part of the fourth quarter, maybe kind of as we wrap up December, to bring the whole team together, do an offsite, go over the year, make sure everybody's on the same page. What needs to be better, different, enhanced for 2019, we wanna be doing that.

COACH JOE:        06:33     In addition, what are we doing for the clients for the holiday, if anything? Are we doing Thanksgiving cards, holiday cards, open house, gifts, that needs to be decided if it has not already been decided. Then, quite frankly what I love, is planning for a 2019 event. In early January, welcome to 2019 event. We started testing these about four years ago with clients. A huge success. I really like the idea of all my clients in the second week of January hosting some type of educational type event, kind of gets us off to a great start in the year.

COACH JOE:        07:11     Those are some of the deliverables in that punch list. Probably the most important thing is how you gonna handle business planning? Again, if you had a great year this year, what's the plan to be even better next year? If you had an okay year, what's the plan to have a breakthrough to the next level? If it was not a good year, what's the plan to be different? You have to change things.

COACH JOE:        07:33     Those are some things we look at and I start talking to my clients about this actually, early October. That way, we're all on the same page and we leave nothing to chance.

JACK:     07:45     We've learned in the last few years how important the psychology is to business success. So, mindset has a big role to play in how we position ourselves and how we execute. And how we ultimately succeed or not. With your folks, what are the things that you're talking to them about with respect to mindset?

COACH JOE:        08:09     Jack, great question. The first thing we have to tackle is how do you even define mindset? Because that's a big word. It can mean so many different things to so many different people. The first thing and this is relatively new work that I've done for the last 18 months or so, is I've taken mindset and actually broken it down to components. What I do with my client, we work on each component. These are in no particular order. I call it the four plus one. The first thing we'll look at is what is the advisor's beliefs? Beliefs around success? Beliefs around failure? Believes about what they think they deserve?

COACH JOE:        08:45     Those are just some of the examples. Because if you're an advisor or any human being and your whole belief set is, "I just wanna make enough money to survive," well, that will become a self-fulfilling prophecy. If you have a belief that it's hard to get new clients, it will become a self-fulfilling prophecy. Or, "I'm not good at workshops." "I'm not good at this," you have this internal ... you have this belief set going on so we wanna examine what it looks like. The second thing we're gonna look at is what's important to you, your values. For example, if I'm an advisor and looked a lot of advisors in our space, if you asked them what's important to them, they're gonna talk about things like success and freedom and all those things.

COACH JOE:        09:27     Think of it this way, if I'm very freedom oriented and every time I take on a new client, I feel like I have less freedom cause I don't have the right business model, the advisor will self sabotage bringing on new clients because yes thing with the economics. But on the other side, it's like every new household there's another set of reviews, touch base calls, things like that. We get busier and busier. We need to diagnose those. Those are two things.

COACH JOE:        09:54     Then the third one is our internal dialogue. Our self talk. What's our habitual conversations with ourselves? When we get up first thing in the morning, when we're getting ready to sit with a prospect, when we're getting ready to sit with a review, or how about when a client's on the phone? "Hey, client needs to talk to you." You fear or you look forward to the conversation? Internal dialogue.

COACH JOE:        10:16     The fourth one is the man or woman in the mirror. What do you see in the mirror? Do you see a successful person? Do you see a person who deserves it? Or do you see an imposter. Like, "Oh, boy, I'm just lucky." If you walk around thinking you're lucky, then you're giving yourself no credit for your success. Those are the four and then the plus one is how do you define failure to yourself? Because you cannot be failure adverse in this industry and be highly successful. This industry is built on failure. If you have a disempowering definition, ie. "Well, I fail when I don't achieve my goals." "I fail when I don't get my result." Then, you are gonna be adverse to going for it. Cause if you think failure's a bad thing, consciously you'll try to avoid it by sabotaging yourself. That's mindset, Jack, before plus one, so what we do is we actually map the current mindset of the advisor and then we take them through a process.

COACH JOE:        11:15     This is, by the way, this is our business planning. Then what we do is we have them consciously, consciously remap it in a way that's gonna serve them. Because how do we get the old one? We just sit there when we were 15, or seven or eight years old. Or 25 and say, "Gee, I wonder what I believe? I wonder how I do define success or failure? I wonder what my values are?" Nobody's that conscious, typically. That's the first part of our business planning process is, "Hey, success is 80 percent mindset. 20 percent mechanics." This industry focus a lot on mechanics. And what holds advisors back is the mindset.

JACK:     11:53     So many high performing athletes and executives have a psychologist just coach working with them. Do you find that in the advisor community that folks are embracing that concept as well?

COACH JOE:        12:12     I believe the advisors who are forward thinking and understand and have the belief around that that's important. Then, yes. But here's the real challenge of our industry. There's a lot of ego and there's a lot of arrogance. So, ego. "I'm good. I know what I'm doing. I don't need any help. I'm just fine." But meanwhile, hey, you've been flat lined for 10 years in your business. So, maybe something's not right. Then we get the arrogance in the way. I don't need any help or anything like that, so ... It really boils down to the advisor understanding ie. "the human being," that at the end of the day, they are the core product. They are the initial product.

COACH JOE:        12:53     If somebody's gonna hire you as their advisor and do business with you, is because they like you, they trust you, they have confidence you're gonna do a good job for them. That's where the work is. I don't care what seminar process you have and what your website looks like and your office space, if you get up in the morning and you're sitting fear and feeling like you're a fraud ... And feeling like you're just lucky, you're gonna do okay in this business, that's the dynamic of our industry. But you will never achieve the greatness that you believe you deserve because you're not willing to have help. To have assistance. To have that third party tweak you in a way that unlocks all your potential.

JACK:     13:37     Great advice. Great advice. One of the things that we've learned in the last few years is how important planning is. 70 percent of elite advisors have a formal business and marketing plan. And we've learned that advisors with a plan actually pull in 47 percent more revenue each year. What tips can you share with us about planning in this fourth quarter and goal setting for next year?

COACH JOE:        14:03     Great. All great questions. I love the data. Number one is if you're serious about your business and you're serious about success, you need a formal business planning process. Marketing planning process. I don't mean on January 1st, or December 31st you break out the old spread sheet, plug some numbers in there, whether it's assets or premium or something like that. You come up with a very simple one pager that took you an hour to put together. That is not a well thought out process. So, I think the first thing is commit to having a plan and then commit to really reviewing the plan. My belief and the way I set up my planning process is it's a living document. The hardest, and I tell everybody this every year. The hardest thing to do is to do the first one.

COACH JOE:        14:49     Once the first one's done, it's really about edits and tweaks. Not an entire rewrite. So many [inaudible 00:14:55] kind of repeat the same thing over and over and over again. They don't bring any new dynamic in.

JACK:     15:03     Is there a specific format that you suggest? Is there a process that you coach with your clients?

COACH JOE:        15:12     Great question. Here's my process and it's gonna sound pretty laborious for some people and I appreciate that, but it's highly, highly, highly effective. Before we do the plan, we gotta look back and say, "Hey, where are we, today?" What we do, is we walk 'em through a three-part bench marking process. We want a narrative on the year. We want some KPI's which are key performance indicators. Kind of taking the pulse on the health of the business, the success of the business. And then we have 18 benchmarks that I have found to be extremely important in advisor success. Before we kinda move forward, we need to take inventory on where we are today for two reasons.

COACH JOE:        15:51     Number one, we wanna see where our gaps are from systems and behaviors, on how we approach things because we wanna improve them. But secondly and Jack you know this as well as I do, the common theme a lot of time with people is, "Hey, we do something. It works and we stop doing it." The other side of this is, we wanna memorialize those things that we do well, so we put them into the plan. The first thing we're gonna do is we're gonna do a bench marking process and then I take 'em through a nine step planning process. We do two segments on mindset. Like I said earlier, we're gonna benchmark kind of where you are today, between the ears. Then, the really simple way to explain this is, if you wanted to double, triple, quadruple, 10 extra business, what type of human being do you need to be able to pull that off?

COACH JOE:        16:39     Because at the end of the day, it's the person first, the business second. You gotta evolve as a human being, then your business will grow. We're gonna do that. Then we're gonna take them through a goal setting workshop. Then, what we're gonna do, we're gonna have them create their ideal lifestyle business. We're gonna really create to get integration. Not balance. I think work life balance is dead. I think it's all about how to integrate the two, so we do planning it that way. We integrate. Once we're done with that, then what we're gonna do is we're gonna do a five year strategic plan, where you need to be personally and professionally in the next five years, which I guess is 2023 or 2024.

COACH JOE:        17:16     After that, what do we wanna do in 2019? Five to seven business, personal goals and then not just a goal, but why? Then, what is the map or the massive action plan to pull that off? Once we're done with that, we jump into the marketing business development segment where we're gonna talk about your brand, your website, your thought process, your optimization process, your seminar process, your communication process ... we're gonna lay all that out. After that's done, now we're gonna break all this down into a two-page, 90 day plan. After you do our [big 00:17:49] strategic plan, now you're gonna work throughout the year with four, two-page mini-plans, which then devolve into a daily game plan, morning ritual, things like that.

COACH JOE:        17:59     It's really from, "Hey, five years from now, all the way to, what do we need to do today, to make things happen?" In my experiences, I've been doing planning now for 20 years with my clients. That has been the proper way to do planning.

JACK:     18:18     That doesn't sound like the kind of process you'd want as a do-it-yourself sort of project. Right?

COACH JOE:        18:25     Good, better, best. Best would be, you come join me once a year, when I hold my annual planning conference, which I have done now since 2001. It can be do-it-yourself. The question is, what's gonna work? There's two philosophies that I've seen success. Number one is you grab a couple days. You chunk it out and you go somewhere, whether hotel or some place outside your office; you're not distracted. You just knock it out. And I've created all the video instruction to go do that. The second way is you do it incrementally. You say, "Hey, look, everyday, I'm gonna take a couple hours in the morning and I'm gonna knock a module out and I'll knock all nine models out in two weeks. It's funny, when I put this all online years ago, with the first version of this, I held a planning event in Orlando, as I typically do.

COACH JOE:        19:20     I made the comment, "Hey, this is the last one we're ever gonna have to do, because it's all online now." Nobody has to get on an airplane. Nobody has to travel. And the fascinating thing about that, Jack, I had a near mutiny. Cause advisors told me that if they didn't have a place to go to, to force them to do the plan, it probably wouldn't get done. Even after 10 years of having this thing online, now, I still, every year invite people to come. We try to go nice places. Like, on the beach in Ft. Lauderdale this year. We spend really three days. It's a three day process to knock this out.

JACK:     19:57     Can folk still do the digital? Can they still do the live coaching with you or is it too late for that?

COACH JOE:        20:04     The live event's sold out. We tend to sell out ... we can't have thousands. For it to work properly, I have to cap it so that it's effective. I want people to feel good around that. That is sold out. But we are gonna be rolling out the latest version live over the next several weeks and I would love every advisor in North America to have access to it quite frankly.

SUZANNE LYNN:               20:26     How prepared are you? Coach Joe is doing a great job of teaching us the important steps we should take this year and next. We'll get right back to the podcast in just a second. But, how prepared are you that integrate insights into building a more successful and sustainable business? At InsurMark we have a proprietary value engineering process that helps growth minded advisors get more out of their life's work. Advisors engaged with us in this process are realizing more client time. More family time and more value from their business. That's what we call driving business alpha. What is business alpha? Why is it essential for each advisor?

FEMALE VOICE: 21:10     How does value engineering work? We have a new e-brochure called "Driving Business Alpha." We made it super easy to get your copy. Simply click on the download business alpha tile next to the podcast play button and tell us where to send it. Okay, now let's get back to Coach Joe.

JACK:     21:29     This time of year, a lot of advisors are in full go mode. They have pretty full schedules in terms of seminars and workshops and client reviews and all that kind of stuff. What can they do to get more out of all of that activity this year and next?

COACH JOE:        21:50     Jack, it's interesting. One of the things I find a lot of times, especially with advisors that are primarily driven by doing seminars and public events and things like that. Is there's sometimes this mentality of, well, if they don't say yes to me, immediately. Or they don't book an appointment, we're just gonna throw them ... we're gonna throw that lead or that prospect in the trash, keeping move forward. I think that's a huge mistake. You wanna have a very well though out drip process, follow up process. I think we have to remember as an industry, if we have a nice couple coming and they have a half of a million dollars to their name and they can't make a mistake. Just think about that from a rational standpoint. Well, I'm gonna see this person, I'm gonna have a couple of meetings and then I'm gonna hand you over all my money. Now, it does happen, but for every person that gets that kind of, "yes," in that process, there's probably another opportunity that they missed, because the person needs to think about it. They're fearful. The timing's not right, whatever it is. What I have found is if you can put a robust follow up plan to give on the back end of that, where we're inviting them to client education events, to hybrid events, things like that. We're paying them maybe once a quarter, checking in with them, seeing what's going on.

COACH JOE:        23:08     That you can literally double the yield out of a similar cycle by having effect to follow. And I think a lot of advisors just don't think in that terms, they're just on to the next workshop. There's nothing wrong with that, but my goodness. You know how much money we're leaving on the table, successfully leaving on the table? Without having that follow up. That's one I think is really important. Then the second one is really that they're so busy working in the business, they're not working enough on their business. Which almost sounds counter-intuitive. But what I have found is that more time and advisory can spend thinking about mindsets, thinking about systems, thinking about processing, thinking about their business, the faster they actually grow their business because they're looking down the road and seeing what's coming. And allocating time for that.

JACK:  23:56     For the advisors who are pretty busy right now and maybe can't take the time to integrate and implement a drip system, what should they be doing on the fly? Is there anything they can do to get more out of this year and get ready for next?

COACH JOE:    24:16     The simple thing to do, especially with all the market volatility is I'd be reaching out to all my prospects. All the people who came to the workshop or that are in my tribe, right? So try being those people who are not clients yet, but they're coming up on our newsletter list or mailing list, whatever it is. I'd wanna reach out to them and extend an offer to a 20 or 30 minute phone call. Just with the advisor to check in. Maybe just have a conversation. Especially, if they haven't heard from their current advisor and they're hearing from us.

COACH JOE:    24:46     We like that. We like to create that, that gap, if you will. I think that's really important to do. I think that's something we want to take a good look at doing. Then secondly, quite frankly, and it's more of a strategic thing, figure out when the year's over for you. One of the things I ask my clients to do is, "Hey, when does 2018 wrap up?" And I don't wanna hear December 31st. Is it gonna be December 14th, December 15th? When do we call it a year because then I want two things to happen. I want down time, slash renewal time and I want strategic time to work on a plan.

COACH JOE:   25:22     The other thing, which is more into 2019, a lot of advisors had this concept, "Oh my gosh, it's January 1st, we gotta get after it." They really thought that the holidays would be restful and there'd be downtime and stuff like that. In most cases, with family commitments and parties and events and just the holidays in general, I think a lot of times advisors come into the New Year a little burnt out because they never really had an off season. So, what we've been doing the last couple of years, we've been delaying the start of the New Year to literally that second week of January and we take that entire first week, to wrap up our planning, to rest, recover, get out mind right and then get ready to roll January 7th, January 8th, January 9th.

COACH JOE:   26:08     Whenever that next week is. I found that to be preferable and superior to just rolling out of one year and then rolling right into the next year.

JACK:    26:20     Over your 20 years of experience, I'm sure you've heard a lot of horror stories from advisors about mistakes they make this time of year and wrapping up and getting ready for next year. So, can you share some of those things not to do in the next couple of months and to get your 2019 rolling?

COACH JOE:   26:40     I think the first thing is, look, we all know the holidays are coming, but it doesn't mean that everything stops. I hear it all the time. Well, you can't get people to do anything come mid-November. Or you can't do a workshop ... once November comes you can't do workshops or whatever. I found that to be inaccurate. In fact, I go the other way. I love when my clients do workshops in early December. Why? Because all their competitors stop doing them.

COACH JOE:    27:04     Cause they bought into the conventional thinking around things. I think the first thing is push until hypothetically December 14th, which I think is a Friday. You push until that day. And you run your model, you make your touch base call, you look to schedule clients, things like that. If it's important for somebody to do something, they'll make time to do it. Don't make decisions for people. I think a lot of advisors, like I said, go into this holiday concept and in essence you're making decisions for your clients on prospects; on whether you think it's important to them or not. Don't do that. I'm not asking anybody to sit here and run a marathon and work hard.

COACH JOE:  27:43     I'm asking you to send an email, leave a voicemail. We're not talking a lot, here. You can do it from your heated or air conditioned office. You're not gonna sweat. It's pretty easy if you focus on it. I want them out there pushing till the very, very end. What's the worst case scenario? Somebody's gonna say, "Yeah, I know we need to get together, but the holidays are here. Can we do it in early January?" If that's the worst case scenario, all you're gonna do is fill up your with meaningful meetings and that is very important because one of the things, Jack, I always found ... Advisors will do planning and they'll get all excited for the new year and then they'll set these really crazy goals for the first quarter.

COACH JOE:   28:23     Especially in January. They get all excited for the new year. They're gonna write all this business and all this jazz and they forgot one thing. They have no momentum. They sucked that pipeline dry to make up the year and so what happens in January? Not much. February 15th, we've got a little business in. The psychology for most human beings is that they set goals and if they don't feel like throwing track for them, come mid to late February ... Most human beings will abandon the process. So, we wanna guard against that. To me, your first quarter 2019 momentum really does get created in November and December.

COACH JOE:  29:02     You don't create something in January happen. My belief has always been that it's 90 days from the start of a process to money in your bank account. 90 days. Prospect meetings, a couple of meetings, we have to do analysis, put a proposal together. Get the business written. Get the business placed. Get it paid. I always think in terms of 90 days. If you don't wanna give away the first quarter of 2019, you guys are setting the stage for that now in the latter part of the 4th quarter of 2018.

JACK:  29:34     Joe, you're one of the most experienced coaches in our business. What's changing in the coaching world that advisors should know about?

COACH JOE:  29:42     Wow, that's a question I don't think anybody ever asked me before. I think there's a differential in the type of work I do and a lot of the other big firms. And I'm not a big firm by any stretch of the imagination. I think a lot of coaches coach around practice management. They wanna coach around systems. I know for a fact that I'm the only coach that has anything that resembles a well thought out business planning process. The reason I know that is, cause I see all the other coaches work from my clients as it comes in. I think to me, coaching is about ... there's two ways you can be a coach.

COACH JOE:  30:17     Processes and personnel. If you say, "Well, I just need ... I've got my head on straight. I'm really cool. I need this. I need a process." There are plenty coaches that will do the practice management gig and that's fine. But I've always found that to be the smallest percentage of people that need the help. If you have all the processes and you have the systems and you had seminars. You have everything ... Why am I not more successful? You do not have a system process challenge. You have a mindset challenge. You have a vision issue. What's the vision?

COACH JOE:   30:50     My process, I'm all personality driven. You drink my Kool-Aid or you don't. I'm cool with that. Look, I am not for everybody. I think what you need to do is whatever coach you're gonna use and look, every advisor needs a coach. I'm not saying it should be me. Find somebody that you resonate with. "I like that person's approach. I like their style. I kinda like the way they handle things." Then, that's the person you wanna go ahead and seek out.

COACH JOE:   31:15     I think the last thing, quite frankly, Jack, is you wanna be very mindful. There's a lot of these big coaching companies out there and they're usually led by somebody very dynamic, very charismatic, things like that. I'm gonna go work with that coach. But the reality is, you're not gonna work with that human being. You're gonna work with one of their sub coaches or underlings, whatever. That can be a whole different experience. I think that's the differential, now. When I started to coach, 25 years ago in this industry, there was no such thing as a coach.

COACH JOE:  31:47     I literally had to go and explain what I was going to do without much of a title. Now, in the last 10 years, ever since '08, '09, quite frankly, there's a plethora of coaching opportunities. I think any advisor, what you need to do is do your due diligence. Make sure it's something that makes sense to you. And that you resonate with the person and the other thing I guess is, if they gotta really push hard on the hard sell to get you to sign up ... why is that? You should be naturally attracted to ... it should be, "I want that," not "I have to be sold that." I don't think you can sell coaching. I think it's a natural evolution of value creation and either the person's gonna opt into what you're doing, but they shouldn't have to be sold on how you're doing it.

JACK:   32:34     Fantastic. Joe, thank you very much for these insights. I think our advisors are gonna appreciate knowing what they can do right now, in the fourth quarter of 2018, to make a difference. Not only in 2018, 2019. So, thank you very much for joining us, today.

COACH JOE:   32:51     Jack, thank you for having me.

SUZANNE LYNN:   32:53     Well, that was a powerful and timely conversation. We know Coach Joe offered many great tactics and strategies that you'll wanna integrate into your business. To help you do that, our advisor development consultants are standing by to help you turn your ideas into action. Just give us a call at 800-752-0207. And ask how we can help you finish 2018 with a bang and set the table for a bigger 2019. Stay connected with future episodes by subscribing today. And keep posted on all our offerings by following InsurMark on LinkedIn.