March 28, 2025 • 13 mins
What happens when 91% of your employees don't understand their health benefits? Nick Dial, insurance broker and author, joins us to tackle this startling reality facing today's businesses.
Nick shares his mission to cut through the noise of employee benefits by eliminating insurance jargon and helping employers structure benefits that truly serve their team members. He highlights the dangerous "set it and forget it" approach that plagues most benefit programs, explaining how this static mindset fails to account for life's natural evolutions – from having children to caring for aging parents.
The conversation takes a powerful turn when Nick reveals the personal tragedy behind his passion. After his father-in-law suffered a devastating stroke in 2017, properly structured insurance became the financial lifeline that allowed his family to thrive despite catastrophe. This experience crystallized Nick's purpose: ensuring that when employees face their worst day, their benefits actually work as intended.
For business owners struggling with benefits administration or employees confused by insurance terminology, this episode offers a refreshing perspective that transforms employee benefits from an obligatory expense into a strategic asset. Nick's approach mirrors our own design philosophy – helping clients see what they can't see and asking the right questions to uncover true needs. We also discuss his new book, "Insurance Makes Sense," which offers a jargon-free guide to looking at insurance strategically.
Ready to make your benefits program actually benefit your team? Listen now and discover how to break free from the insurance knowledge gap that's costing your business more than you realize.
You can connect with Nick at nick.dial@outlook.com.
We welcome your questions! If you would like to learn more about us or connect for a conversation, please visit www.pasleycommercialinteriors.com.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Nick Dial (00:00):
Are you expecting your client to be the expert in
any and all things interior?
No, of course not, because thefirst thing you can walk in.
Well, what questions do youhave?
Well, what do they know to ask?
Robin Pasley (00:09):
Right.
Nick Dial (00:09):
There was a study done that only 9% of employees
actually know four basic termsof health insurance Premium,
deductible, co-pays,co-insurance.
Randi Lynn Johnson (00:19):
Welcome back to Design to Help your Business
Grow with Robin Pasley, hello.
I'm her co-host, randi LynnJohnson, and with us today we
have Nick Dial, insurance brokerand author.
So, nick, tell us, what do youdo to help small business owners
(00:44):
?
Nick Dial (00:44):
Yeah, I help reduce the noise of confusion and
frustration when it comes toemployee benefits.
So obviously there's a lot ofdifferent things that come with
employee benefits.
There's administration, there'seducation, there's
implementation seeminglyanything that ends with I-O-N,
if for nothing else, with Iowan,if for nothing else.
(01:07):
And what I basically help withis, like many other
organizations who do a great jobin preparing an employer's
benefits, I take a bit of adifferent approach.
I pretty much try to take itfurther, beyond just the
standard finish line where theemployer is otherwise
appreciating and engaging withtheir own benefits as well as
their employees, and they canmeasure that by employee
satisfaction.
Randi Lynn Johnson (01:23):
So do you cover all sort like as a broker?
I imagine you know everythingthat's out there.
Nick Dial (01:28):
Well, I would.
I would certainly caution or atleast preface to say I
certainly wouldn't claimeverything about insurance,
because, boy, that's a movingtarget.
But, um, yeah, so I help withmedical, with dental vision,
what we call our core benefits,and then there's some ancillary
lines, all built within thepackage of an employer's benefit
structure.
So you have things like, youknow, disability and life
(01:50):
insurance and flexible spendingaccounts and HSAs and all sorts
of different things, and so Icoach the employers along the
way of how do we structure thebenefits in such a way that they
speak to the employee, thatmakes sense to them and they
could use the insurance as bestas they possibly can.
I'll stop on this.
To say is that in my world, werely heavily on the jargon and
(02:12):
the nuance and the cliches ofwhat insurance is, and the irony
to that, or at least theinteresting thing to that, is
the employees don't followcliches, jargon or anything like
that.
They don't fully understand it.
There was a study done byPolicy Genius back in 2017, 2018
, that only 9% of employeesactually know four basic terms
(02:33):
of health insurance Premium,deductible, co-pays,
co-insurance.
The vast majority of them justsimply don't fully know.
And what I also thought wasinteresting, that same study
showed 96% of peopleoverestimate their understanding
of venture.
So, when it comes tocommunicating, when it comes to
educating, we need to get rid ofthe jargon and we need to bring
in more of an understanding toit, and that's what I focus on.
Robin Pasley (02:54):
Oh, that is awesome.
I remember when we firststarted talking about what you
do.
I saw the value in that becauseI and I also saw the overlap of
what we do for business ownersand taking what seems complex
and simplifying it and thenadvising from that position of
what they're going to reallyneed to get the thing done that
they want to do, and I thinkthat's what I see, that such
value and what you bring tobusinesses because of that,
(03:16):
because that is so.
It's such a spider web ofinformation and, especially if
they're supposed to, an HRdirector, understand all of that
and that's just way outside oftheir purview of just taking
care of people.
Nick Dial (03:27):
Yeah, yeah.
And what's more I can only adda footnote to that, robin is
that when it comes to insurance,imagine it like this.
It's dating probably all of usa little bit here.
Imagine 5 am, there's aninfomercial and there's this guy
wearing the green apron andhe's got the raw chicken that
he's putting onto the skewer andhe's talking to the camera and
the audience, like put the plateon it, put it in the back, you
(03:49):
take the glass up, you turn iton.
He points to the audience andthen he says set it and forget
it Right.
One of the single greatestissues and you could probably
appreciate this as well One ofthe single greatest issues is
when we get in such a rut ofthinking we've established our
insurance, we're good, we'vedone the, pulled the thing up,
(04:11):
turn the thing on and we've setit and forget it and we don't
make those adjustments with theebbs and flows of life.
If you'd imagine the peaks andvalleys and there's a peppered
line in the middle of that.
That's almost a euphemism tosuggest that we've established
that peppered line as the commonnorm of how we interact with
insurance, where we don't followthe ebb and flow of life having
a child graduating from college, getting the first job Maybe
(04:32):
the parents are going into anursing home at that point, and
insurance doesn't always have totake dramatic changes, but it
takes changes and we don't getthere.
And that's the point.
Is walking any employer throughthe changes and, frankly, their
employees changes is what'smissing, I think, in this
industry and we don't do enoughto be able to help the employees
out.
Randi Lynn Johnson (04:51):
That's awesome Helping them see or to
know the right questions to ask.
Nick Dial (04:55):
Exactly.
I think a simple way of sayingit is are you expecting your
client to be the expert in anyand all things interior?
No, Of course not, Because thefirst thing you can walk in.
Well, what questions do youhave?
Well, what do they know to ask?
Robin Pasley (05:07):
Right.
Nick Dial (05:07):
Versus.
How do we maybe start askingsome questions Absolutely?
How do we engage thatconversation differently?
That's almost an art that we'vemaybe not lost, but it's like
dormant and we can, you know,wake that thing up a little bit.
Robin Pasley (05:17):
Right.
So you know with what we do asinterior designers for
commercial businesses.
I think our sweet spot ishelping them see what they can't
see.
Nick Dial (05:25):
There it is.
Robin Pasley (05:26):
And asking the right questions kind of helps
open up that conversation for us.
I mean, we do two or threeinterviews before we even
present a proposal to thembecause we want to get to know
them so much and understand whattheir needs really are.
And then on the other side of it, we do like an hour and a half
deep dive discovery interview tolearn about the project itself
and who the company is and howwe're going to accomplish the
(05:48):
project.
So I mean you're doing the samething, You're helping them,
take what feels ethereal outhere and make it more concrete.
Randi Lynn Johnson (05:55):
Well, it's great to even know I didn't.
I am totally guilty of the setit and forget it but, just
hearing from you that, like youhave permission you, can you can
change it, you can tweak thingslike yeah, that's great, and I
hope that is a gift to ourlisteners as well.
Robin Pasley (06:10):
I think about the idea that that's just a column.
I don't want to think aboutvery much because it's so just
like you said.
There's so many nuances to it.
Want to think about very muchbecause it's so just like you
said, there's so many nuances toit.
There's so much information, Ithink, for any business owner to
know that you are a phone callaway and that you could take
that off of their plate andliterally be the person that
they just pick up the phone whenthey're just not sure They've
got an issue with an employee,They've got something changing
(06:31):
in the next renewal or somethingthat they need to address, and
instead of having to go figureit out on their own, they can
just call you.
I think that's amazing.
Randi Lynn Johnson (06:39):
How can they get ahold of you?
Nick Dial (06:40):
Nick, yeah, so they could reach out to me both by
email by phone.
I'd imagine the contactinformation will be on the
screen.
Randi Lynn Johnson (06:47):
It sure will , that's perfect.
Nick Dial (06:49):
They could reach out to me there and, if I may, I
don't want to take us too far,but can I speak?
One of the single greatestreasons why I do what I do is
because of my father-in-law.
I'll share this briefly.
In 2017, my father-in-law wentthrough a massive stroke.
He was the only one that wasworking.
(07:10):
My mother-in-law stayed at homewith their five kids and when
that happened, their whole worldfinancially turned upside down,
until we found the insurancethat he built was going to work
perfectly.
It was seamless of a transition.
To this day, they've paid offtheir house.
Their last kid went throughcollege and that was just in a
matter of months from the strokehappening to this day.
My mother-in-law, yet, fromstroke to today, has yet to fill
(07:31):
out a job application tosupplement any income.
Why do I say this?
Well, I'm meeting with this HRdirector and her benefits
coordinator last Friday and,unfortunately, there they had an
employee over the holidays whohad lost a child, and what was
so frustrating for me as aprofessional to try to keep it
professional was that I wasliterally sitting next to my
(07:52):
wife just reminiscing over whathappened to my father-in-law and
I'm like I've got to dosomething.
I've got to jump in and dosomething.
But the point is is thatthere's so many great
organizations out there that dogreat work, that have, you know,
help behind the scenes.
What I would like to thinkseparates myself and my company
and those who I work with.
We want to jump right into thetrenches with any one of those
employers who are going throughbad days Because, frankly, what
(08:14):
I didn't mention is a year afterthe stroke had happened, my
wife calls me up and I travel abit for my job.
She calls me up and she says wemiss you when you're gone.
It's never easy that you'reever gone, but the only way you
make it worth it is if you takecare of everyone, the way you
took care of my family, and I'venever forgotten that, and
that's behind, that's themessage behind the book, that's
the message behind any of mycontacts is I just I don't care
(08:37):
what you guys do from a productstandpoint.
I just I just want to help.
I just want to matter in theworld of your employees that if
their worst day happened, theyhave someone who's going to be
their advocate right there.
Robin Pasley (08:47):
I love that you plugged this, because and I love
that you you think about yourpeople, like you I this is one
of the things we connected onright away is that we're people,
first people, and that that'swhat gets us out of bed in the
morning to both do our jobs isto take care of people and to
let them know that they'revaluable and they're.
What they value is valuable tous too.
(09:08):
So, so um insurance makes senseis your new book that is now
available on Amazon and Barnesand Noble.
So tell us just a little bitabout this.
Nick Dial (09:18):
Yeah, that was uh.
As I mentioned, that was kindof the that started out from my
father-in-law story Um, I jokeabout it but that I was sitting
in Madison, wisconsin, the sameyear that my wife told me the
promise and so we had the stroke.
In 2017, about four or fivemonths after that, I was meeting
with a client and a guy wasjust so just very antagonistic,
I guess, about insurance.
(09:39):
He had a wife and three kids athome and I wasn't mad at him
but, given the proximity of whathappened to my father-in-law,
it was real fresh and he justhad this attitude like I don't
plan on anything happening to me.
I don't need insurance and I'mlike I don't care that you buy a
thing, but can we not bearrogant about this?
Like, this is a serious deal.
And so, about a year after that, I was sitting in Madison
(10:00):
Wisconsin airport waiting for aflight and I was like I joke
about it's that the inspirationof my father-in-law and this
gentleman's conversation justconverged in my brain and had a
baby, and I couldn't do anythingwith it aside from venting and
make a fool out of myself in theairport.
So the best thing, the nextbest thing I did, is I grabbed
my iPad, I just started typingand over the next hour that I
was waiting for my plane, I lookat it and you know however many
(10:21):
pages later I was looking, Iwas like, well, that'd be a
really bad book, but I thinkI've got something, and so, yeah
, so that's what the book isreally about is a buyer's guide
of how somebody can look atinsurance strategically.
I like that.
I have.
I have a thesis in that we as asociety look at insurance as a
consumable product, which Iwould say is a logical fallacy.
We buy insurance no differentthan we buy cups of coffee or
(10:43):
cars with the intention to driveit, to drink it, to wear it or
whatever.
We never intend, like thegentleman said, I don't plan on
anything happening to me.
He's exactly right, we neverplan on it, but that should
honestly be the precursor tounderstanding why we might need
the insurance in the first place.
So what this book goes over and, by the way, it's more macro
than micro, it's not going toget people lost in the jargon
(11:05):
goes over and, by the way, it'smore macro than micro.
It's not going to get peoplelost in the jargon.
Fortunately, people havealready said it's really easy to
read.
Thank God because I wrote it.
But the point is is that it'smeant to help offer a bit of a
different perspective into whichinsurance belongs.
Where and how do I use it,proportionate to my finances?
Yeah, no, the thing is, is thatwhen it comes to the book
itself, imagine someone comingup to you.
It's like Robin.
I know nothing about interiordesign, but all I want to know
(11:28):
is how to spend my money wiselyand how to make my place not
look like junk.
Right, same thing for me is, ifsomeone comes up, it's like
Nick.
I know virtually nothing aboutinsurance.
All I know is I want my worstpossible day covered with the
least amount of money spent.
That's kind of a.
That's a great way to set up,okay.
Well then, how do I establishkind of the bare essentials?
(11:48):
If someone comes up and theysay I know virtually nothing
about insurance and I want toknow how to be able to start?
Well, it may not be startingperfectly.
That's not the idea and Imisspoke earlier.
It's not a perfect start.
It's a matter of how do I getstarted, that I know there's
confidence behind my insuranceand, as we said it earlier, just
when you set it up, don'tforget about it.
(12:09):
Just set it up well and don'tforget about it.
Robin Pasley (12:12):
So that's what this is going to do.
Nick Dial (12:13):
That's what that book goes over.
Robin Pasley (12:14):
Yes, that's awesome, I'm excited.
Thank you so much for joiningus.
Nick Dial (12:18):
Thank you for having me.
This has been fun.
Randi Lynn Johnson (12:20):
All right.
Well, that'll do it For us all.
The information, how to reachNick, where to find his book,
all that will be in the shownotes, and we will see you next
time.
Robin Pasley (12:29):
Thanks guys.
Randi Lynn Johnson (12:36):
In an increasingly competitive market,
the merits of using interiordesign as a strategic growth
tool can make all the difference, and not just surviving, but
thriving Hasley.
Robin Pasley (12:41):
Commercial Interiors designed to help your
business grow.
Are you expecting your client to be the expert in
any and all things interior?
No, of course not, because thefirst thing you can walk in.
Well, what questions do youhave?
Well, what do they know to ask?
Robin Pasley (00:09):
Right.
Nick Dial (00:09):
There was a study done that only 9% of employees
actually know four basic termsof health insurance Premium,
deductible, co-pays,co-insurance.
Randi Lynn Johnson (00:19):
Welcome back to Design to Help your Business
Grow with Robin Pasley, hello.
I'm her co-host, randi LynnJohnson, and with us today we
have Nick Dial, insurance brokerand author.
So, nick, tell us, what do youdo to help small business owners
(00:44):
?
Nick Dial (00:44):
Yeah, I help reduce the noise of confusion and
frustration when it comes toemployee benefits.
So obviously there's a lot ofdifferent things that come with
employee benefits.
There's administration, there'seducation, there's
implementation seeminglyanything that ends with I-O-N,
if for nothing else, with Iowan,if for nothing else.
(01:07):
And what I basically help withis, like many other
organizations who do a great jobin preparing an employer's
benefits, I take a bit of adifferent approach.
I pretty much try to take itfurther, beyond just the
standard finish line where theemployer is otherwise
appreciating and engaging withtheir own benefits as well as
their employees, and they canmeasure that by employee
satisfaction.
Randi Lynn Johnson (01:23):
So do you cover all sort like as a broker?
I imagine you know everythingthat's out there.
Nick Dial (01:28):
Well, I would.
I would certainly caution or atleast preface to say I
certainly wouldn't claimeverything about insurance,
because, boy, that's a movingtarget.
But, um, yeah, so I help withmedical, with dental vision,
what we call our core benefits,and then there's some ancillary
lines, all built within thepackage of an employer's benefit
structure.
So you have things like, youknow, disability and life
(01:50):
insurance and flexible spendingaccounts and HSAs and all sorts
of different things, and so Icoach the employers along the
way of how do we structure thebenefits in such a way that they
speak to the employee, thatmakes sense to them and they
could use the insurance as bestas they possibly can.
I'll stop on this.
To say is that in my world, werely heavily on the jargon and
(02:12):
the nuance and the cliches ofwhat insurance is, and the irony
to that, or at least theinteresting thing to that, is
the employees don't followcliches, jargon or anything like
that.
They don't fully understand it.
There was a study done byPolicy Genius back in 2017, 2018
, that only 9% of employeesactually know four basic terms
(02:33):
of health insurance Premium,deductible, co-pays,
co-insurance.
The vast majority of them justsimply don't fully know.
And what I also thought wasinteresting, that same study
showed 96% of peopleoverestimate their understanding
of venture.
So, when it comes tocommunicating, when it comes to
educating, we need to get rid ofthe jargon and we need to bring
in more of an understanding toit, and that's what I focus on.
Robin Pasley (02:54):
Oh, that is awesome.
I remember when we firststarted talking about what you
do.
I saw the value in that becauseI and I also saw the overlap of
what we do for business ownersand taking what seems complex
and simplifying it and thenadvising from that position of
what they're going to reallyneed to get the thing done that
they want to do, and I thinkthat's what I see, that such
value and what you bring tobusinesses because of that,
(03:16):
because that is so.
It's such a spider web ofinformation and, especially if
they're supposed to, an HRdirector, understand all of that
and that's just way outside oftheir purview of just taking
care of people.
Nick Dial (03:27):
Yeah, yeah.
And what's more I can only adda footnote to that, robin is
that when it comes to insurance,imagine it like this.
It's dating probably all of usa little bit here.
Imagine 5 am, there's aninfomercial and there's this guy
wearing the green apron andhe's got the raw chicken that
he's putting onto the skewer andhe's talking to the camera and
the audience, like put the plateon it, put it in the back, you
(03:49):
take the glass up, you turn iton.
He points to the audience andthen he says set it and forget
it Right.
One of the single greatestissues and you could probably
appreciate this as well One ofthe single greatest issues is
when we get in such a rut ofthinking we've established our
insurance, we're good, we'vedone the, pulled the thing up,
(04:11):
turn the thing on and we've setit and forget it and we don't
make those adjustments with theebbs and flows of life.
If you'd imagine the peaks andvalleys and there's a peppered
line in the middle of that.
That's almost a euphemism tosuggest that we've established
that peppered line as the commonnorm of how we interact with
insurance, where we don't followthe ebb and flow of life having
a child graduating from college, getting the first job Maybe
(04:32):
the parents are going into anursing home at that point, and
insurance doesn't always have totake dramatic changes, but it
takes changes and we don't getthere.
And that's the point.
Is walking any employer throughthe changes and, frankly, their
employees changes is what'smissing, I think, in this
industry and we don't do enoughto be able to help the employees
out.
Randi Lynn Johnson (04:51):
That's awesome Helping them see or to
know the right questions to ask.
Nick Dial (04:55):
Exactly.
I think a simple way of sayingit is are you expecting your
client to be the expert in anyand all things interior?
No, Of course not, Because thefirst thing you can walk in.
Well, what questions do youhave?
Well, what do they know to ask?
Robin Pasley (05:07):
Right.
Nick Dial (05:07):
Versus.
How do we maybe start askingsome questions Absolutely?
How do we engage thatconversation differently?
That's almost an art that we'vemaybe not lost, but it's like
dormant and we can, you know,wake that thing up a little bit.
Robin Pasley (05:17):
Right.
So you know with what we do asinterior designers for
commercial businesses.
I think our sweet spot ishelping them see what they can't
see.
Nick Dial (05:25):
There it is.
Robin Pasley (05:26):
And asking the right questions kind of helps
open up that conversation for us.
I mean, we do two or threeinterviews before we even
present a proposal to thembecause we want to get to know
them so much and understand whattheir needs really are.
And then on the other side of it, we do like an hour and a half
deep dive discovery interview tolearn about the project itself
and who the company is and howwe're going to accomplish the
(05:48):
project.
So I mean you're doing the samething, You're helping them,
take what feels ethereal outhere and make it more concrete.
Randi Lynn Johnson (05:55):
Well, it's great to even know I didn't.
I am totally guilty of the setit and forget it but, just
hearing from you that, like youhave permission you, can you can
change it, you can tweak thingslike yeah, that's great, and I
hope that is a gift to ourlisteners as well.
Robin Pasley (06:10):
I think about the idea that that's just a column.
I don't want to think aboutvery much because it's so just
like you said.
There's so many nuances to it.
Want to think about very muchbecause it's so just like you
said, there's so many nuances toit.
There's so much information, Ithink, for any business owner to
know that you are a phone callaway and that you could take
that off of their plate andliterally be the person that
they just pick up the phone whenthey're just not sure They've
got an issue with an employee,They've got something changing
(06:31):
in the next renewal or somethingthat they need to address, and
instead of having to go figureit out on their own, they can
just call you.
I think that's amazing.
Randi Lynn Johnson (06:39):
How can they get ahold of you?
Nick Dial (06:40):
Nick, yeah, so they could reach out to me both by
email by phone.
I'd imagine the contactinformation will be on the
screen.
Randi Lynn Johnson (06:47):
It sure will , that's perfect.
Nick Dial (06:49):
They could reach out to me there and, if I may, I
don't want to take us too far,but can I speak?
One of the single greatestreasons why I do what I do is
because of my father-in-law.
I'll share this briefly.
In 2017, my father-in-law wentthrough a massive stroke.
He was the only one that wasworking.
(07:10):
My mother-in-law stayed at homewith their five kids and when
that happened, their whole worldfinancially turned upside down,
until we found the insurancethat he built was going to work
perfectly.
It was seamless of a transition.
To this day, they've paid offtheir house.
Their last kid went throughcollege and that was just in a
matter of months from the strokehappening to this day.
My mother-in-law, yet, fromstroke to today, has yet to fill
(07:31):
out a job application tosupplement any income.
Why do I say this?
Well, I'm meeting with this HRdirector and her benefits
coordinator last Friday and,unfortunately, there they had an
employee over the holidays whohad lost a child, and what was
so frustrating for me as aprofessional to try to keep it
professional was that I wasliterally sitting next to my
(07:52):
wife just reminiscing over whathappened to my father-in-law and
I'm like I've got to dosomething.
I've got to jump in and dosomething.
But the point is is thatthere's so many great
organizations out there that dogreat work, that have, you know,
help behind the scenes.
What I would like to thinkseparates myself and my company
and those who I work with.
We want to jump right into thetrenches with any one of those
employers who are going throughbad days Because, frankly, what
(08:14):
I didn't mention is a year afterthe stroke had happened, my
wife calls me up and I travel abit for my job.
She calls me up and she says wemiss you when you're gone.
It's never easy that you'reever gone, but the only way you
make it worth it is if you takecare of everyone, the way you
took care of my family, and I'venever forgotten that, and
that's behind, that's themessage behind the book, that's
the message behind any of mycontacts is I just I don't care
(08:37):
what you guys do from a productstandpoint.
I just I just want to help.
I just want to matter in theworld of your employees that if
their worst day happened, theyhave someone who's going to be
their advocate right there.
Robin Pasley (08:47):
I love that you plugged this, because and I love
that you you think about yourpeople, like you I this is one
of the things we connected onright away is that we're people,
first people, and that that'swhat gets us out of bed in the
morning to both do our jobs isto take care of people and to
let them know that they'revaluable and they're.
What they value is valuable tous too.
(09:08):
So, so um insurance makes senseis your new book that is now
available on Amazon and Barnesand Noble.
So tell us just a little bitabout this.
Nick Dial (09:18):
Yeah, that was uh.
As I mentioned, that was kindof the that started out from my
father-in-law story Um, I jokeabout it but that I was sitting
in Madison, wisconsin, the sameyear that my wife told me the
promise and so we had the stroke.
In 2017, about four or fivemonths after that, I was meeting
with a client and a guy wasjust so just very antagonistic,
I guess, about insurance.
(09:39):
He had a wife and three kids athome and I wasn't mad at him
but, given the proximity of whathappened to my father-in-law,
it was real fresh and he justhad this attitude like I don't
plan on anything happening to me.
I don't need insurance and I'mlike I don't care that you buy a
thing, but can we not bearrogant about this?
Like, this is a serious deal.
And so, about a year after that, I was sitting in Madison
(10:00):
Wisconsin airport waiting for aflight and I was like I joke
about it's that the inspirationof my father-in-law and this
gentleman's conversation justconverged in my brain and had a
baby, and I couldn't do anythingwith it aside from venting and
make a fool out of myself in theairport.
So the best thing, the nextbest thing I did, is I grabbed
my iPad, I just started typingand over the next hour that I
was waiting for my plane, I lookat it and you know however many
(10:21):
pages later I was looking, Iwas like, well, that'd be a
really bad book, but I thinkI've got something, and so, yeah
, so that's what the book isreally about is a buyer's guide
of how somebody can look atinsurance strategically.
I like that.
I have.
I have a thesis in that we as asociety look at insurance as a
consumable product, which Iwould say is a logical fallacy.
We buy insurance no differentthan we buy cups of coffee or
(10:43):
cars with the intention to driveit, to drink it, to wear it or
whatever.
We never intend, like thegentleman said, I don't plan on
anything happening to me.
He's exactly right, we neverplan on it, but that should
honestly be the precursor tounderstanding why we might need
the insurance in the first place.
So what this book goes over and, by the way, it's more macro
than micro, it's not going toget people lost in the jargon
(11:05):
goes over and, by the way, it'smore macro than micro.
It's not going to get peoplelost in the jargon.
Fortunately, people havealready said it's really easy to
read.
Thank God because I wrote it.
But the point is is that it'smeant to help offer a bit of a
different perspective into whichinsurance belongs.
Where and how do I use it,proportionate to my finances?
Yeah, no, the thing is, is thatwhen it comes to the book
itself, imagine someone comingup to you.
It's like Robin.
I know nothing about interiordesign, but all I want to know
(11:28):
is how to spend my money wiselyand how to make my place not
look like junk.
Right, same thing for me is, ifsomeone comes up, it's like
Nick.
I know virtually nothing aboutinsurance.
All I know is I want my worstpossible day covered with the
least amount of money spent.
That's kind of a.
That's a great way to set up,okay.
Well then, how do I establishkind of the bare essentials?
(11:48):
If someone comes up and theysay I know virtually nothing
about insurance and I want toknow how to be able to start?
Well, it may not be startingperfectly.
That's not the idea and Imisspoke earlier.
It's not a perfect start.
It's a matter of how do I getstarted, that I know there's
confidence behind my insuranceand, as we said it earlier, just
when you set it up, don'tforget about it.
(12:09):
Just set it up well and don'tforget about it.
Robin Pasley (12:12):
So that's what this is going to do.
Nick Dial (12:13):
That's what that book goes over.
Robin Pasley (12:14):
Yes, that's awesome, I'm excited.
Thank you so much for joiningus.
Nick Dial (12:18):
Thank you for having me.
This has been fun.
Randi Lynn Johnson (12:20):
All right.
Well, that'll do it For us all.
The information, how to reachNick, where to find his book,
all that will be in the shownotes, and we will see you next
time.
Robin Pasley (12:29):
Thanks guys.
Randi Lynn Johnson (12:36):
In an increasingly competitive market,
the merits of using interiordesign as a strategic growth
tool can make all the difference, and not just surviving, but
thriving Hasley.
Robin Pasley (12:41):
Commercial Interiors designed to help your
business grow.
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