December 13, 2024 • 20 mins
In this podcast episode, I welcome Rob Brown, author of Truest Fan and a business coach, to explore how purpose-driven practices can transform your business and personal life.
Rob's unique approach to mentoring financial advisors and business leaders, highlighting the importance of self-belief, authentic client relationships, and purposeful action.
Rob's Journey
- Early Career Success: Rob began his career at Payne Weber (now UBS) and spent 25 years as a top-producing financial advisor, earning recognition for his exceptional client service.
- Leadership Roles: As a branch manager and later COO, Rob oversaw 250 advisors while running his own practice, balancing management and mentorship.
- Founding His Consultancy: After stepping away from executive roles, Rob established his coaching business, helping advisors rediscover purpose and excel in their careers.
Purpose: The Key to Unlocking Authentic Growth
- Defining Purpose: Rob explains that many advisors feel successful but unfulfilled, measuring their achievements solely by assets under management or revenue. He encourages them to dig deeper into their "why."
- Beyond Metrics: Purpose isn't just about financial goals; it’s about creating meaningful client relationships, supporting causes, and being intentional in personal and professional life.
- The Truest Fan Philosophy: Rob emphasizes that being your own truest fan and uplifting others are essential steps to living and leading with purpose.
The Power of Authorship in Business
- Rob’s Writing Journey: He discusses how writing Truest Fan was both a passion project and a strategic business decision.
- Benefits of Writing a Book: Rob shares how Truest Fan has served as more than just a book—it’s a tool for establishing thought leadership, sharing his philosophy, and connecting with his ideal audience.
- Advice for Aspiring Authors: Rob encourages anyone considering writing a book to stop overthinking and start writing, emphasizing the lasting impact a well-crafted book can have on your career and personal legacy.
Collaborating with Clients for Greater Impact
- Building Affinity: Rob discusses the power of working with clients you genuinely enjoy, creating natural opportunities for referrals and deepened trust.
- Elevating Service: He highlights the importance of focusing on what truly matters, such as improving client experiences and building strong teams, rather than being bogged down by routine tasks.
Conclusion:
Rob Brown’s philosophy of being a Truest Fan offers a fresh perspective on how financial advisors and business leaders can align their goals with their values. By embracing purpose and building meaningful relationships, he demonstrates how success can be both fulfilling and impactful.
About our guest: Rob Brown, author of Truest Fan and a business coach.
You can learn more about his work:
https://truestfan.com/
https://truestfan.com/scorecard/
About Your Host: Paul G. McManus is an accomplished author and expert in helping financial professionals grow their businesses. With over eight years of experience working exclusively with financial professionals, Paul has helped his clients generate tens of millions of dollars in fees and commissions.
Claim your free audiobook copy at: www.theshortbookformula.com
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:04):
As financial advisors , we're always looking for ways
to grow our business and make abigger impact, but sometimes in
our pursuit of success, we losesight of what truly matters the
genuine connections andrelationships that make our work
meaningful.
Our guest today brings afascinating perspective on how
to achieve both impact andauthenticity in our industry.
(00:26):
Rob Brown, author of Truist Fan, has not only been a top
producing advisor himself, butnow coaches others to reach new
heights in both their businessand personal lives.
What makes his approach uniqueis how he weaves together
lessons from America's favoritepastime, baseball, with profound
insights about living andleading with purpose.
(00:47):
Rob, welcome to the show.
I'm excited to explore howbeing someone's truest fan could
transform the way they thinkabout our role as advisors.
Well, thank you for having me.
Speaker 3 (00:58):
That was a great introduction.
I love the mention of myfavorite pastime.
Speaker 1 (01:03):
As we dive into it.
Help me connect the dots.
What is your specificconnection to baseball?
Speaker 3 (01:09):
I am the self-acclaimed greatest
Cleveland Indians or Guardiansbaseball fan.
I was born to be a Clevelandfan, despite the fact that we
haven't won a World Series in mylifetime.
It is just a fun pastime.
Speaker 1 (01:25):
I want to make sure our audience knows your personal
background and stories.
You went from being an advisorto now both an author and a
coach for business owners andentrepreneurs, mostly in the
financial advisory space.
Tell us more about your storyand how you got from there to
where you are today.
Speaker 3 (01:40):
I did an internship at the old Payne Weber, which is
now UBS.
From there I knew that I wantedto be in this industry, and so
I spent 25 years as a financialadvisor, had a great practice, a
great team, were recognized forbeing top producers as well as
great deliverers of clientservice.
(02:02):
As I was doing that, I had theopportunity to move into
management.
I was a branch manager for awhile and then I actually
stepped up into executivemanagement and was the chief
operating officer of a firmwhere I helped, say grace over
about 250 other advisors.
I did that while running my ownpractice.
I was good at balancing a coupleof different things, but what I
(02:24):
realized in doing those thingsis that what I enjoyed the most
was mentoring and coaching thoseadvisors that I was working
with, and I took an opportunity,I should say, to step away from
management.
The bureaucracy got to be a bittoo much for me and I created a
consultancy that I startedabout 20 years ago to work with
advisors, helping them be thebest versions of themselves as
(02:46):
they grow more profoundly intheir businesses.
Speaker 1 (02:49):
What do you find are the common challenges that the
advisors that end up workingwith you face?
Are there any common challenges, similarities between what
they're struggling with and whatleads them to you?
Yes.
Speaker 3 (03:01):
So most of my clients have had some level of success
in the industry.
In many cases they're feelingvery fortunate.
They've had the success thatthey're having.
Maybe they're making more moneyserving more people than they
ever have before.
But they get a little bit ofburnout or hit a little bit of a
plateau where they're thinking.
I've been measuring success fora long time based on assets
(03:23):
under management or GDC orrecurring revenues, and using
that as my only barometer forjudging success isn't enough.
They want to dig deeper and putsome more purpose and meaning
into their business.
They want to go from being anadvisor with a business to being
a business owner that is anadvisory firm.
(03:44):
So they want to make that shift.
Speaker 1 (03:45):
Just to let our audience know how Rob and I met
is that Rob has a podcast calledthe Purpose Focused Advisor.
Let's jump into the book alittle bit, or the podcast,
whichever you want, kind offrame that out in terms of what
the book or what the podcast isdriven to do.
Speaker 3 (03:59):
They both drive towards roughly the same thing
the purpose.
Because purpose is the thingthat when you get it right, your
productivity increases, yourprofitability probably increases
.
You grow because you're doingwhat you're doing, because you
know why you're doing it, and Ithink understanding that, why
(04:20):
that purpose is, just create awhole different energy.
It's like fuel for taking yourpractice to that next level, and
so that's why I really spendtime talking about purpose.
Part of my book, the full titleit's a long title, it's Truist
Fan, live, love and Lead withPurpose and Impact.
I am a huge believer that we areall called to be the best
(04:43):
versions of ourselves and inbeing the best version of
ourself, we have to be ourtruest fans.
We have to believe in ourselves.
But you can't stop there, thatyou also need to be truest fans
of others around you, especiallyif you're an advisor and you
want your clients to be yourtruest fans.
So I think being a truest fanis a big circular thing of just
(05:04):
wanting the best for yourselfand for other people and to be
your truest fan.
So I think being a truest fanis a big circular thing of just
wanting the best for yourselfand for other people and to be
able to share that and spreadthat, and that is exemplified in
purpose.
Speaker 1 (05:13):
What do you find, besides money, that people have
as their purpose or when they'relooking for a purpose other
than money, or revenue or income?
What are the through lines thatyou see in the clients that you
work with?
What gets them up in themorning, what really motivates
them and grounds them to thathigher purpose, and what is the
higher purpose?
There are a lot of them.
Speaker 3 (05:33):
I just had a conversation earlier today with
an advisor whose purpose in hisbusiness is to be able to share
his faith with his clients andspread.
That's a big purpose.
He sees the tie between helpingpeople achieve their goals and
tying it to their faith andtheir beliefs as being really
important.
So that's a big purpose, ahigher calling, if you will.
I have other clients that Iwork with who really have the
(05:57):
purpose of being moreintentional about the way they
raise their children or are ashusbands or wives or fathers or
mothers, because it's easy tosay I want to make more money so
I can send my kids off tocollege.
But, it's another thing to say.
I really want my kids to haveopportunities that I didn't have
(06:19):
.
I want them to be able to docollege and get their PhDs or
whatever that means to them.
That might still require makingmore money and growing their
business and their revenues, butit's just flipping the script.
I also find that financialadvisors are incredibly generous
.
They love finding causes thatthey care about and they can
support, so sometimes thatpurpose is something that they
(06:42):
attach to their business or theywill change a little bit the
way they structure theirbusiness so they can spend more
time with that cause or in thatcommunity that they want to
support.
There's so many different waysto draw that out, but we don't
always take a step back and saywhat is it that I really want?
Why am I doing what I'm doing?
What impact do I want to makein the world?
Speaker 1 (07:02):
I find it just in myself and others that sometimes
there's different reasons whyyou want to tap into your
purpose.
I'm a marketer by trade.
If I were to say what's mybackground, I'd say I'm
marketing and from a marketingperspective there's a lot of
power in really one having apurpose.
But also, I would expand thatto say when you have an affinity
group right, group right and sobusiness becomes that much more
(07:26):
enjoyable or can become thatmuch more enjoyable and
profitable when you'repassionate about what you do,
but also when you have thataffinity group that you just
love being part of.
So instead of having a businessthat kind of is a hodgepodge
and ultimately you work withpeople because they have money
and they pay you, but insteadyou have a roster of clients who
you love working with that youwould hate to lose them and
you'd love to be able toduplicate them and clone them.
I think the more you areattached to some affinity group
(07:48):
which might be attached to yourpurpose just really makes it
that much more fun, makes itthat much more easy.
And then it's interesting manypeople go from this idea of wow,
it's hard to do this or it's astruggle, or why is this getting
so easy to do.
Just, I guess that was mythoughts as you were speaking
that how does your book TruistFan expand upon, whether it's
purpose, or in building thosemeaningful relationships and
(08:11):
those authentic relationshipswith clients or prospects that
help propel business forwardGreat question.
Speaker 3 (08:17):
I do want to dial back because I almost skipped
that part about purpose, and younailed it.
Purpose for a lot of advisorsis that relationship that they
really want to have with thatclient, that deep, honest
affinity that they gain becausethey are so focused on
increasing the way that theydeliver service and
communication to their clientsand they get more purpose out of
(08:40):
the depth of thoserelationships, which is a great
marketing tool.
Speaker 1 (08:44):
It's fantastic because your clients love you
and they have people that aresimilar to them and they just
naturally give you word of mouthreferrals and the people that
show up they're all like, wow,you're similar to this other
person and it just is like howdid I get so?
Lucky.
Speaker 3 (08:57):
And that's a great place to be when you just, like
you, just sit back and you wantto pinch yourself, believe that
you're having the fun and thesuccess and all those things
that can come with a businessthat's built around purpose and
you're letting go of thosethings that are getting in your
way, which actually takes meback to your question about the
book.
So the book Truist Fan is aseries of seven Truist Fan
(09:19):
lessons, and one of the lessonsemphasizes the importance of us
understanding what part of ourwork is actually because it's so
easy to work it is you'retrying to do what things that
(09:47):
you do in what you do are mostimportant.
If you're a successful,high-achieving financial advisor
, you probably shouldn't bescheduling your own appointments
and answering your owntelephone.
There are other people who aregood at it that you can bring on
your team and you can buildthem up so you can spend your
time with those clients that youwanna spend time with, or those
(10:07):
prospects that you want to meetso you can add them to your
roster of clients.
Or you're concentrating onbuilding a team, or you want
your business to eventually runin a way that it doesn't need
you.
So there's just so much there,but that starts by being very
intentional about what's mostimportant.
Where should I be spending mostof my time?
Speaker 1 (10:27):
I follow a system called Entrepreneur's Operating
System, or EOS for short, whichis fairly popular nowadays, one
of the concepts that I like.
They talk about having rocks,or every 90 days you establish
your rocks, and these are two toseven things that are big goals
, objectives, priorities for thenext 90 days, things that, if
you're not intentional about it,are likely not to happen.
(10:48):
But when you do have that clearfocus and you establish them
and you don't overwhelm yourself, right, it's two to seven what
can you handle?
What I find is that you becomemuch more proactive versus
reactive, because, to your point, I could come into my office
and I could spend all day doingstuff.
Then, at the end of the day,what did I accomplish?
I could spend all day doingstuff.
Then, at the end of the day,what did I accomplish?
And I tried to avoid those days.
But when I start with okay,what are the rocks that I have
for this quarter and, byextension, what do I need to do
(11:09):
on those rocks this week inorder to hit my goals, then it's
much more purposeful andeverything gets done.
Right, it gets done naturally,but the big, important things is
really what should be focusedon.
You were sharing with me someof the different pillars of your
book.
What are some of the otherpillars of the book that?
Speaker 3 (11:25):
The first pillar is that to be a truest fan, you
must be your own truest fan, andso I find that many advisors
that I meet, even those who havea high degree of success feel a
little bit of the impostersyndrome that you know.
They're pinching themselvesbecause they don't believe they
deserve what they'veaccomplished, as opposed to the
pinching yourself when you arelike you're crushing it, the
(11:48):
mojo is right.
So self-belief is a reallyimportant pillar.
Mild and kind words go a longway.
We live in a world of frowns.
You walk down the street andpeople look away.
They don't say hello.
We think about that friend thatwe haven't talked to in months
(12:08):
or years, and we think, gosh, Ishould call them or I should
send them a text.
You can do both of those thingsanytime you want to.
So I'm a big believer in sharingsmiles, sharing kind words, and
so that's one of the mostimportant lessons in the book,
and so, if you want to takeaction on that, what I want you
to do is I want you to put fivepebbles or five pennies in your
(12:29):
right pocket Every time yousmile at somebody, send somebody
a note, give somebody an animalvoice, move a penny from your
right pocket to your left pocketand then, once you've gotten
them all in your left pocket,move them all back to your right
pocket.
I think that's really importantbecause I think, to be
purposeful and impactful, wehave to be aware of our
environment and how we canimpact it.
(12:50):
You never know when that smile,that kind word just lifts
somebody up and makes adifference, not only in their
day but their life, becausethey're going through something
that you don't know.
Speaker 1 (13:00):
I think, my truest fan.
I work from home and I have adog.
His name is Potato Chips, and Idon't know that he speaks to me
, but he smiles at me and I getenergized as a result.
I think that's why everyoneloves dogs, right?
Because they're just sofriendly and they smile and they
wag their tail and they're soexcited to see you.
Just as I'm thinking about this, though, I think in today's age
, many of us are guilty, atleast at times, of having our
cell phones and just being onour phones and not paying as
(13:22):
much attention as we should.
So I get totally what you'resaying.
Speaker 3 (13:25):
To me the idea of spreading joy is really
important.
Speaker 1 (13:28):
I totally agree.
I was recently doing an improvclass, have you?
Ever done improv before?
Speaker 3 (13:33):
I have not taken a class, or I've not tried to
improv myself, but I've actuallytaken a class at Second City in
Chicago.
Speaker 1 (13:39):
The reason I bring it up is one of the exercises we
did.
So it was a small group and oneof the exercises they paired us
off and they had us essentiallyhold hands and look deeply into
each other's eyes and hold thatfor about two minutes and this
was like with a stranger rightit was opposite sex, stranger
and the first time I did that itwas so uncomfortable just that
eye contact and holding the gaze, and then, of course, as you
did a few more times, it goteasier, but I was just amazed at
(14:03):
how uncomfortable it felt thefirst time I did it.
Speaker 3 (14:05):
Yeah, I can imagine I have not done that exercise,
but I can promise you that Iwould be uncomfortable the first
time I tried it.
Speaker 1 (14:13):
So shifting gears slightly.
We talked about your podcast.
We talked about your existingbook, which is Truist Fan.
Now I hear that you're comingout with a new version of the
book or the theme called TruistFan Blueprint, in the next six
months or so.
Share with us what the new bookis about.
Where do you pick up, what arethe additional insights or
what's the new book about?
Yeah.
Speaker 3 (14:34):
So the Truist Fan Blueprint is the EOS version of
Truist Fan.
It's a way to better implementthe seven principles in the
Truist Fan book and it's asystem that helps, or a
framework that helps somebodywho is really trying to be more
purposeful, more productive, tofirst understand what it is they
(14:58):
really want out of life andjust dream like crazy for the
long run and then start pullingthat back into what do I want
life to look like in the nextthree years?
What are my goals for the next12 months?
And then, as you suggested withthe rocks, what am I going to
work on the next three months?
Because we can't work on ahundred things at the same time
(15:19):
and get them all done.
That's how we end up withunfinished projects.
I have a sprint process.
That's part of the blueprint.
That really helps my clients orsomebody reading the book to
know hey, these are the mostimportant things I need to be
doing over the next few months.
They're going to lead me to mygoals this year probably get
(15:39):
there faster.
They're going to lead metowards my vision for the next
few years and are going to helpme accomplish my biggest dreams,
no matter how crazy they mightseem.
So it's a planning framework, aplanning system that's based on
the truest fan principles.
Speaker 1 (15:54):
I've been implementing the EOS essentially
in my company in the pastcouple of years, or some version
of it, and I find it remarkable.
I meet with a coach every weekand we go over the rocks and
action steps and everythingRecently we're doing.
He can tell my excitementbecause it's like, yeah, we're
doing.
I said we're going to do this,we did this Revenue's up
significantly and it reallyworks.
I find that, of course, inaddition to the framework, I
(16:22):
think support and accountabilityis needed, because it's one
thing in anything in life tohave an idea and it's another
thing to consistently execute itover time.
How do you or how does yourcompany help support your
clients in not just theeducational side, but in
actually the implementation side, so that they can achieve the
results?
Speaker 3 (16:34):
I was thinking as we were talking about the smiles
and kind words, and maybe I wenta little too far on that.
It might seem a little woo, butI love talking strategy and
dreams and just letting myclients imagine.
But a big part of what we doand that's why I created the
blueprint is that you have tohave a system for accountability
(16:56):
and implementation.
So the Truist Fan Blueprintwasn't the Truist Fan Blueprint
when I first developed it.
It was just my methodology forworking with my clients.
That helped me help them setgoals, hold them accountable and
have regular conversations,similar perhaps to the way that
you work with your EOS coach.
That's how my clients work withme, whether we're doing it in
(17:18):
one-to-one work or doing it ingroup work.
Accountability making surethere are true action items and
not just goals and dreams isjust so crucial, and they're
easier to work on when there'spurpose behind them.
Speaker 1 (17:33):
It sounds like you synergistically tie everything
together nicely, so I can seethe value there, switching gears
slightly.
I want to ask you my company isessentially a publishing
company and a marketing agencyfor authors, and so I love just
to ask people that have writtena book I think you wrote your
book a couple of years ago Forsomeone considering thinking
about writing a book, what hasbeen the biggest upside to you
(17:57):
in writing your book from abusiness perspective?
And then I would imagine that,since you're writing your second
book, that you see value in theprocess.
And now you're on to booknumber two.
I don't know if you've writtenmore books than that, Just maybe
from a high level.
As an author, what would youshare with our audience in terms
of the value that being anauthor has brought to you Great
question.
Speaker 3 (18:15):
First of all, I'd say if you're thinking about
writing a book, stop thinking,just do it.
There's no reason not to callPaul and get your book out there
.
Speaker 1 (18:25):
I did not pay him to say that.
Speaker 3 (18:28):
I just truly believe that I actually wrote my first
book 10 years ago.
It's called Delivering theUltimate Client Experience.
It's more of a tactical bookfor financial advisors on how to
elevate the level of clientservice they deserve, and for me
that book was a really nicebusiness card.
It was a way to show myexpertise and get my foot in the
door.
That is a very practical reasonfor having a book, and if
(18:52):
that's the only reason you writea book, that's okay with me.
Truist Fan is different.
Back in the late 1970s I read abook called the One Minute
Manager that a lot of peoplehave read.
It's again Blanchard book.
It's a fable style book.
It teaches important lessons bytelling a story and when I read
that book way back then I saidone day I am going to write a
(19:15):
one minute manager a fable stylebook Truist Fan was.
although it definitely helps mewith my business, it was more of
a passion project because Iwanted to combine my love of my
family, my love of God and mylove of the Cleveland Indians
Guardians into a series oflessons that, if I did nothing
(19:36):
else, I could leave them with mydaughters and they would know
why their dad was as crazy as heis, because I have this core
set of beliefs.
So that was a passion project.
But those lessons are lessonsthat I learned is being a
financial advisor and coachingfinancial advisors.
It helps me greatly in the workthat I do.
And then the blueprint is alsotold in a fable style but it
(19:57):
goes back to being morepractical.
Like the first book has theelement of the passion part of
writing through his fan and tobeing an author is just it's fun
to be able to say it honestly.
But I know that those wordshelped me in my business and I
know that the stories that Itell are having impact on people
that I may never meet and Ithink that is that is really
(20:19):
important.
Speaker 1 (20:20):
What have you found has been most useful for you in
terms of creating awareness foryour book and just to create
some context there?
I don't believe in for 99% ofpeople.
There might be the 1% exception, but I don't believe in the
purpose of having a book.
Is book sales Not looking atroyalties, don't care.
The purpose of the book isthought, leadership, positioning
and really to attract yourideal fit clients to you, as
(20:44):
well as to have a very cohesivephilosophy and structure that
you can then teach or implementwith your clients.
All that being said, that's thewriting and publishing side.
But then the thing that a lotof financial advisors find
struggle with is okay, I have mybook.
Now what?
In your case and I know thatyou did this not as a financial
advisor but more as a leadershipcoach I would say what did you
(21:04):
find to be most useful ingetting the message about your
book out there and using it as awhether business development,
marketing, positioning tool, etc.
Speaker 3 (21:13):
That's exactly what.
The last thing you said is abig part of how I've used it is.
Being an author gives youauthority because you've taken
the time to write a story abouthow you do what you do.
I have actually been thepublisher of a couple of books
for my client, and so I'vewalked through helping two
clients.
It's not something that I doall the time, it's just
(21:35):
situational.
What I found is and I see thiswith advisors all the time they
have great stories, they havegreat accesses for helping their
clients, they have a way oftalking, a language that they
use that is unique to them andtheir positioning, and the book
is a way to bring that out andto share it.
That's why I think when youwrite a book, it ought to be
worth reading.
Speaker 1 (21:56):
And when you say that , tell me what you mean by that,
because I get this as well.
Some people just say, oh, beingable to say I'm an author is
good.
I'm like, am I taking that as?
No, that's useful.
But the magic of a book is itactually gets read.
And part of our process, whichwe call the short book formula,
it's a book that can be read inone to two hours so that it's
manageable and your ideal reader, slash prospect, slash client
(22:16):
will actually take the time toread it cover to cover.
So that gets into storytellingwriting quality, all those
things.
Because so that gets intostorytelling writing quality,
all those things.
Speaker 3 (22:26):
Because to me, where the magic happens is when
someone actually takes the timeto read your book, absorb the
ideas and that's why it shouldbe well written and it should be
a story that's really tellingyour own voice, because it
should be something.
When somebody picks it up,maybe they flip to the middle
and just figure I'm going to seeif this is really worth reading
.
And the next thing they've readfrom the middle to the end and
gone back to the beginningbecause they need to figure it
all out.
So it should be a story we'retelling, because we all have
(22:48):
stories that are worth.
We all have very special waysthat we serve our clients,
whether we're coaches andauthors or we're financial
advisors, helping people throughtheir financial life journey,
or their personal life journeyand so taking the time to
articulate that is reallyimportant.
Speaker 1 (23:06):
Yeah, and I think you nailed it.
Is that why I like working withfinancial advisors so much, is
that typically, especially themore successful ones.
They have stories, they haveexperiences, they have unique
positioning.
It's somewhat magical when youcan capture that in a book and
amplify that out there so that Icall it your salesperson in
print, right?
Imagine owning yourself, havingthe best version of yourself
really, and having people beexposed to that.
(23:27):
And then, when they show up onyour doorstep or your Zoom room,
you may have just met them forthe first time, but they're
already aware of your ideas,your philosophy, your approach.
It's just.
It's such a game changer in somany different ways.
Speaker 3 (23:38):
I love that.
The first book that I helped aclient write this goes back
probably 10 or 15 years ago nowis called the 18 Common Sense
Rules for a SuccessfulRetirement.
I had a client, ron Dickinson,great advisor, who had diarrhea
of the fingers.
Some people just like havediarrhea of the mouth.
They can't stop talking.
You might accuse me of thatafter this podcast, but when I
(23:59):
would ask him a question, theemail that he would send back
was pages long.
Speaker 1 (24:05):
Okay, I haven't heard that before.
I've heard diarrhea of themouth, but not diarrhea of the
fingers.
And immediately one personcomes to my mind where I get
exactly what you're saying.
Speaker 3 (24:14):
But he had these very wrong beliefs in mistakes that
people were making when it cameto retirement planning.
So I said you need to write abook.
And he goes I can't do that.
And I said, yes, you can.
And I literally would just askhim a question, get him to fire
off an answer.
It was something that wasprompting what I knew to be his
(24:34):
beliefs about retirementplanning and when we got to the
point where it was gettingredundant, I said we have enough
rules.
Now we need to start editing it.
And that's what we did and it'sbeen a major driver of business
for him an incredible amount ofbusiness for him, but when he's
still to this day, when he talksto some of his clients, they
will remind him that the reasonthey worked together was because
they can't name the number, butthey learned a lesson or two
(24:57):
from him, from those 18 that hasmade a difference in their
lives as they've built out theirretirement plans or moved
towards being retired.
That's awesome.
Speaker 1 (25:06):
As we wrap up, a couple of final questions.
First one is there any questionthat I haven't asked you that
you'd like to share with ouraudience?
Anything that's top of mind orin your world?
Speaker 3 (25:15):
I guess I would just very briefly re-echo if you
haven't stopped to take the timeto think about what it is you
really want, who you are and whyyou do what you do, carve out
some quiet time, turn off thecell phone, shut the computer
down and just journal on thatand dream about who it is you
are and what you want to be andbecome, and the way that you
serve your clients or whereyou're there for your family,
(25:38):
the causes that you care about.
I just think that's so important.
It can make a huge differencein just setting direction and
tone and making us moreauthentic versions of ourselves.
Speaker 1 (25:48):
Final question for someone that either wants to get
a copy of your book or simplylearn more about you or your
services, what is the best placeor places for them to go to?
Speaker 3 (25:56):
Okay, two things.
One, you can just go totruestfancom and on the website
you can learn about my coaching.
It links out to be able to geta copy of the Truest Fan book.
Or you can go to truestfancomforward slash scorecard.
I call it a businessoptimization scorecard, and it
walks advisors through myprocess for coaching by helping
(26:21):
them answer questions aboutthemselves and their businesses
so they can create a score.
These are areas that I'm doingreally well and I need to do
more of them.
These are some areas where Ihave some gaps and I need to
spend some time there too, andso get the scorecard.
That'd be another great way toconnect.
Speaker 1 (26:37):
It was great talking today.
I enjoyed the conversation andI'm looking forward to being a
guest on your podcast in thenear future.
Speaker 3 (26:43):
Yes.
Speaker 2 (26:46):
I think it's just around the corner.
All right Sounds good, Paul.
As financial advisors , we're always looking for ways
to grow our business and make abigger impact, but sometimes in
our pursuit of success, we losesight of what truly matters the
genuine connections andrelationships that make our work
meaningful.
Our guest today brings afascinating perspective on how
to achieve both impact andauthenticity in our industry.
(00:26):
Rob Brown, author of Truist Fan, has not only been a top
producing advisor himself, butnow coaches others to reach new
heights in both their businessand personal lives.
What makes his approach uniqueis how he weaves together
lessons from America's favoritepastime, baseball, with profound
insights about living andleading with purpose.
(00:47):
Rob, welcome to the show.
I'm excited to explore howbeing someone's truest fan could
transform the way they thinkabout our role as advisors.
Well, thank you for having me.
Speaker 3 (00:58):
That was a great introduction.
I love the mention of myfavorite pastime.
Speaker 1 (01:03):
As we dive into it.
Help me connect the dots.
What is your specificconnection to baseball?
Speaker 3 (01:09):
I am the self-acclaimed greatest
Cleveland Indians or Guardiansbaseball fan.
I was born to be a Clevelandfan, despite the fact that we
haven't won a World Series in mylifetime.
It is just a fun pastime.
Speaker 1 (01:25):
I want to make sure our audience knows your personal
background and stories.
You went from being an advisorto now both an author and a
coach for business owners andentrepreneurs, mostly in the
financial advisory space.
Tell us more about your storyand how you got from there to
where you are today.
Speaker 3 (01:40):
I did an internship at the old Payne Weber, which is
now UBS.
From there I knew that I wantedto be in this industry, and so
I spent 25 years as a financialadvisor, had a great practice, a
great team, were recognized forbeing top producers as well as
great deliverers of clientservice.
(02:02):
As I was doing that, I had theopportunity to move into
management.
I was a branch manager for awhile and then I actually
stepped up into executivemanagement and was the chief
operating officer of a firmwhere I helped, say grace over
about 250 other advisors.
I did that while running my ownpractice.
I was good at balancing a coupleof different things, but what I
(02:24):
realized in doing those thingsis that what I enjoyed the most
was mentoring and coaching thoseadvisors that I was working
with, and I took an opportunity,I should say, to step away from
management.
The bureaucracy got to be a bittoo much for me and I created a
consultancy that I startedabout 20 years ago to work with
advisors, helping them be thebest versions of themselves as
(02:46):
they grow more profoundly intheir businesses.
Speaker 1 (02:49):
What do you find are the common challenges that the
advisors that end up workingwith you face?
Are there any common challenges, similarities between what
they're struggling with and whatleads them to you?
Yes.
Speaker 3 (03:01):
So most of my clients have had some level of success
in the industry.
In many cases they're feelingvery fortunate.
They've had the success thatthey're having.
Maybe they're making more moneyserving more people than they
ever have before.
But they get a little bit ofburnout or hit a little bit of a
plateau where they're thinking.
I've been measuring success fora long time based on assets
(03:23):
under management or GDC orrecurring revenues, and using
that as my only barometer forjudging success isn't enough.
They want to dig deeper and putsome more purpose and meaning
into their business.
They want to go from being anadvisor with a business to being
a business owner that is anadvisory firm.
(03:44):
So they want to make that shift.
Speaker 1 (03:45):
Just to let our audience know how Rob and I met
is that Rob has a podcast calledthe Purpose Focused Advisor.
Let's jump into the book alittle bit, or the podcast,
whichever you want, kind offrame that out in terms of what
the book or what the podcast isdriven to do.
Speaker 3 (03:59):
They both drive towards roughly the same thing
the purpose.
Because purpose is the thingthat when you get it right, your
productivity increases, yourprofitability probably increases
.
You grow because you're doingwhat you're doing, because you
know why you're doing it, and Ithink understanding that, why
(04:20):
that purpose is, just create awhole different energy.
It's like fuel for taking yourpractice to that next level, and
so that's why I really spendtime talking about purpose.
Part of my book, the full titleit's a long title, it's Truist
Fan, live, love and Lead withPurpose and Impact.
I am a huge believer that we areall called to be the best
(04:43):
versions of ourselves and inbeing the best version of
ourself, we have to be ourtruest fans.
We have to believe in ourselves.
But you can't stop there, thatyou also need to be truest fans
of others around you, especiallyif you're an advisor and you
want your clients to be yourtruest fans.
So I think being a truest fanis a big circular thing of just
(05:04):
wanting the best for yourselfand for other people and to be
your truest fan.
So I think being a truest fanis a big circular thing of just
wanting the best for yourselfand for other people and to be
able to share that and spreadthat, and that is exemplified in
purpose.
Speaker 1 (05:13):
What do you find, besides money, that people have
as their purpose or when they'relooking for a purpose other
than money, or revenue or income?
What are the through lines thatyou see in the clients that you
work with?
What gets them up in themorning, what really motivates
them and grounds them to thathigher purpose, and what is the
higher purpose?
There are a lot of them.
Speaker 3 (05:33):
I just had a conversation earlier today with
an advisor whose purpose in hisbusiness is to be able to share
his faith with his clients andspread.
That's a big purpose.
He sees the tie between helpingpeople achieve their goals and
tying it to their faith andtheir beliefs as being really
important.
So that's a big purpose, ahigher calling, if you will.
I have other clients that Iwork with who really have the
(05:57):
purpose of being moreintentional about the way they
raise their children or are ashusbands or wives or fathers or
mothers, because it's easy tosay I want to make more money so
I can send my kids off tocollege.
But, it's another thing to say.
I really want my kids to haveopportunities that I didn't have
(06:19):
.
I want them to be able to docollege and get their PhDs or
whatever that means to them.
That might still require makingmore money and growing their
business and their revenues, butit's just flipping the script.
I also find that financialadvisors are incredibly generous
.
They love finding causes thatthey care about and they can
support, so sometimes thatpurpose is something that they
(06:42):
attach to their business or theywill change a little bit the
way they structure theirbusiness so they can spend more
time with that cause or in thatcommunity that they want to
support.
There's so many different waysto draw that out, but we don't
always take a step back and saywhat is it that I really want?
Why am I doing what I'm doing?
What impact do I want to makein the world?
Speaker 1 (07:02):
I find it just in myself and others that sometimes
there's different reasons whyyou want to tap into your
purpose.
I'm a marketer by trade.
If I were to say what's mybackground, I'd say I'm
marketing and from a marketingperspective there's a lot of
power in really one having apurpose.
But also, I would expand thatto say when you have an affinity
group right, group right and sobusiness becomes that much more
(07:26):
enjoyable or can become thatmuch more enjoyable and
profitable when you'repassionate about what you do,
but also when you have thataffinity group that you just
love being part of.
So instead of having a businessthat kind of is a hodgepodge
and ultimately you work withpeople because they have money
and they pay you, but insteadyou have a roster of clients who
you love working with that youwould hate to lose them and
you'd love to be able toduplicate them and clone them.
I think the more you areattached to some affinity group
(07:48):
which might be attached to yourpurpose just really makes it
that much more fun, makes itthat much more easy.
And then it's interesting manypeople go from this idea of wow,
it's hard to do this or it's astruggle, or why is this getting
so easy to do.
Just, I guess that was mythoughts as you were speaking
that how does your book TruistFan expand upon, whether it's
purpose, or in building thosemeaningful relationships and
(08:11):
those authentic relationshipswith clients or prospects that
help propel business forwardGreat question.
Speaker 3 (08:17):
I do want to dial back because I almost skipped
that part about purpose, and younailed it.
Purpose for a lot of advisorsis that relationship that they
really want to have with thatclient, that deep, honest
affinity that they gain becausethey are so focused on
increasing the way that theydeliver service and
communication to their clientsand they get more purpose out of
(08:40):
the depth of thoserelationships, which is a great
marketing tool.
Speaker 1 (08:44):
It's fantastic because your clients love you
and they have people that aresimilar to them and they just
naturally give you word of mouthreferrals and the people that
show up they're all like, wow,you're similar to this other
person and it just is like howdid I get so?
Lucky.
Speaker 3 (08:57):
And that's a great place to be when you just, like
you, just sit back and you wantto pinch yourself, believe that
you're having the fun and thesuccess and all those things
that can come with a businessthat's built around purpose and
you're letting go of thosethings that are getting in your
way, which actually takes meback to your question about the
book.
So the book Truist Fan is aseries of seven Truist Fan
(09:19):
lessons, and one of the lessonsemphasizes the importance of us
understanding what part of ourwork is actually because it's so
easy to work it is you'retrying to do what things that
(09:47):
you do in what you do are mostimportant.
If you're a successful,high-achieving financial advisor
, you probably shouldn't bescheduling your own appointments
and answering your owntelephone.
There are other people who aregood at it that you can bring on
your team and you can buildthem up so you can spend your
time with those clients that youwanna spend time with, or those
(10:07):
prospects that you want to meetso you can add them to your
roster of clients.
Or you're concentrating onbuilding a team, or you want
your business to eventually runin a way that it doesn't need
you.
So there's just so much there,but that starts by being very
intentional about what's mostimportant.
Where should I be spending mostof my time?
Speaker 1 (10:27):
I follow a system called Entrepreneur's Operating
System, or EOS for short, whichis fairly popular nowadays, one
of the concepts that I like.
They talk about having rocks,or every 90 days you establish
your rocks, and these are two toseven things that are big goals
, objectives, priorities for thenext 90 days, things that, if
you're not intentional about it,are likely not to happen.
(10:48):
But when you do have that clearfocus and you establish them
and you don't overwhelm yourself, right, it's two to seven what
can you handle?
What I find is that you becomemuch more proactive versus
reactive, because, to your point, I could come into my office
and I could spend all day doingstuff.
Then, at the end of the day,what did I accomplish?
I could spend all day doingstuff.
Then, at the end of the day,what did I accomplish?
And I tried to avoid those days.
But when I start with okay,what are the rocks that I have
for this quarter and, byextension, what do I need to do
(11:09):
on those rocks this week inorder to hit my goals, then it's
much more purposeful andeverything gets done.
Right, it gets done naturally,but the big, important things is
really what should be focusedon.
You were sharing with me someof the different pillars of your
book.
What are some of the otherpillars of the book that?
Speaker 3 (11:25):
The first pillar is that to be a truest fan, you
must be your own truest fan, andso I find that many advisors
that I meet, even those who havea high degree of success feel a
little bit of the impostersyndrome that you know.
They're pinching themselvesbecause they don't believe they
deserve what they'veaccomplished, as opposed to the
pinching yourself when you arelike you're crushing it, the
(11:48):
mojo is right.
So self-belief is a reallyimportant pillar.
Mild and kind words go a longway.
We live in a world of frowns.
You walk down the street andpeople look away.
They don't say hello.
We think about that friend thatwe haven't talked to in months
(12:08):
or years, and we think, gosh, Ishould call them or I should
send them a text.
You can do both of those thingsanytime you want to.
So I'm a big believer in sharingsmiles, sharing kind words, and
so that's one of the mostimportant lessons in the book,
and so, if you want to takeaction on that, what I want you
to do is I want you to put fivepebbles or five pennies in your
(12:29):
right pocket Every time yousmile at somebody, send somebody
a note, give somebody an animalvoice, move a penny from your
right pocket to your left pocketand then, once you've gotten
them all in your left pocket,move them all back to your right
pocket.
I think that's really importantbecause I think, to be
purposeful and impactful, wehave to be aware of our
environment and how we canimpact it.
(12:50):
You never know when that smile,that kind word just lifts
somebody up and makes adifference, not only in their
day but their life, becausethey're going through something
that you don't know.
Speaker 1 (13:00):
I think, my truest fan.
I work from home and I have adog.
His name is Potato Chips, and Idon't know that he speaks to me
, but he smiles at me and I getenergized as a result.
I think that's why everyoneloves dogs, right?
Because they're just sofriendly and they smile and they
wag their tail and they're soexcited to see you.
Just as I'm thinking about this, though, I think in today's age
, many of us are guilty, atleast at times, of having our
cell phones and just being onour phones and not paying as
(13:22):
much attention as we should.
So I get totally what you'resaying.
Speaker 3 (13:25):
To me the idea of spreading joy is really
important.
Speaker 1 (13:28):
I totally agree.
I was recently doing an improvclass, have you?
Ever done improv before?
Speaker 3 (13:33):
I have not taken a class, or I've not tried to
improv myself, but I've actuallytaken a class at Second City in
Chicago.
Speaker 1 (13:39):
The reason I bring it up is one of the exercises we
did.
So it was a small group and oneof the exercises they paired us
off and they had us essentiallyhold hands and look deeply into
each other's eyes and hold thatfor about two minutes and this
was like with a stranger rightit was opposite sex, stranger
and the first time I did that itwas so uncomfortable just that
eye contact and holding the gaze, and then, of course, as you
did a few more times, it goteasier, but I was just amazed at
(14:03):
how uncomfortable it felt thefirst time I did it.
Speaker 3 (14:05):
Yeah, I can imagine I have not done that exercise,
but I can promise you that Iwould be uncomfortable the first
time I tried it.
Speaker 1 (14:13):
So shifting gears slightly.
We talked about your podcast.
We talked about your existingbook, which is Truist Fan.
Now I hear that you're comingout with a new version of the
book or the theme called TruistFan Blueprint, in the next six
months or so.
Share with us what the new bookis about.
Where do you pick up, what arethe additional insights or
what's the new book about?
Yeah.
Speaker 3 (14:34):
So the Truist Fan Blueprint is the EOS version of
Truist Fan.
It's a way to better implementthe seven principles in the
Truist Fan book and it's asystem that helps, or a
framework that helps somebodywho is really trying to be more
purposeful, more productive, tofirst understand what it is they
(14:58):
really want out of life andjust dream like crazy for the
long run and then start pullingthat back into what do I want
life to look like in the nextthree years?
What are my goals for the next12 months?
And then, as you suggested withthe rocks, what am I going to
work on the next three months?
Because we can't work on ahundred things at the same time
(15:19):
and get them all done.
That's how we end up withunfinished projects.
I have a sprint process.
That's part of the blueprint.
That really helps my clients orsomebody reading the book to
know hey, these are the mostimportant things I need to be
doing over the next few months.
They're going to lead me to mygoals this year probably get
(15:39):
there faster.
They're going to lead metowards my vision for the next
few years and are going to helpme accomplish my biggest dreams,
no matter how crazy they mightseem.
So it's a planning framework, aplanning system that's based on
the truest fan principles.
Speaker 1 (15:54):
I've been implementing the EOS essentially
in my company in the pastcouple of years, or some version
of it, and I find it remarkable.
I meet with a coach every weekand we go over the rocks and
action steps and everythingRecently we're doing.
He can tell my excitementbecause it's like, yeah, we're
doing.
I said we're going to do this,we did this Revenue's up
significantly and it reallyworks.
I find that, of course, inaddition to the framework, I
(16:22):
think support and accountabilityis needed, because it's one
thing in anything in life tohave an idea and it's another
thing to consistently execute itover time.
How do you or how does yourcompany help support your
clients in not just theeducational side, but in
actually the implementation side, so that they can achieve the
results?
Speaker 3 (16:34):
I was thinking as we were talking about the smiles
and kind words, and maybe I wenta little too far on that.
It might seem a little woo, butI love talking strategy and
dreams and just letting myclients imagine.
But a big part of what we doand that's why I created the
blueprint is that you have tohave a system for accountability
(16:56):
and implementation.
So the Truist Fan Blueprintwasn't the Truist Fan Blueprint
when I first developed it.
It was just my methodology forworking with my clients.
That helped me help them setgoals, hold them accountable and
have regular conversations,similar perhaps to the way that
you work with your EOS coach.
That's how my clients work withme, whether we're doing it in
(17:18):
one-to-one work or doing it ingroup work.
Accountability making surethere are true action items and
not just goals and dreams isjust so crucial, and they're
easier to work on when there'spurpose behind them.
Speaker 1 (17:33):
It sounds like you synergistically tie everything
together nicely, so I can seethe value there, switching gears
slightly.
I want to ask you my company isessentially a publishing
company and a marketing agencyfor authors, and so I love just
to ask people that have writtena book I think you wrote your
book a couple of years ago Forsomeone considering thinking
about writing a book, what hasbeen the biggest upside to you
(17:57):
in writing your book from abusiness perspective?
And then I would imagine that,since you're writing your second
book, that you see value in theprocess.
And now you're on to booknumber two.
I don't know if you've writtenmore books than that, Just maybe
from a high level.
As an author, what would youshare with our audience in terms
of the value that being anauthor has brought to you Great
question.
Speaker 3 (18:15):
First of all, I'd say if you're thinking about
writing a book, stop thinking,just do it.
There's no reason not to callPaul and get your book out there
.
Speaker 1 (18:25):
I did not pay him to say that.
Speaker 3 (18:28):
I just truly believe that I actually wrote my first
book 10 years ago.
It's called Delivering theUltimate Client Experience.
It's more of a tactical bookfor financial advisors on how to
elevate the level of clientservice they deserve, and for me
that book was a really nicebusiness card.
It was a way to show myexpertise and get my foot in the
door.
That is a very practical reasonfor having a book, and if
(18:52):
that's the only reason you writea book, that's okay with me.
Truist Fan is different.
Back in the late 1970s I read abook called the One Minute
Manager that a lot of peoplehave read.
It's again Blanchard book.
It's a fable style book.
It teaches important lessons bytelling a story and when I read
that book way back then I saidone day I am going to write a
(19:15):
one minute manager a fable stylebook Truist Fan was.
although it definitely helps mewith my business, it was more of
a passion project because Iwanted to combine my love of my
family, my love of God and mylove of the Cleveland Indians
Guardians into a series oflessons that, if I did nothing
(19:36):
else, I could leave them with mydaughters and they would know
why their dad was as crazy as heis, because I have this core
set of beliefs.
So that was a passion project.
But those lessons are lessonsthat I learned is being a
financial advisor and coachingfinancial advisors.
It helps me greatly in the workthat I do.
And then the blueprint is alsotold in a fable style but it
(19:57):
goes back to being morepractical.
Like the first book has theelement of the passion part of
writing through his fan and tobeing an author is just it's fun
to be able to say it honestly.
But I know that those wordshelped me in my business and I
know that the stories that Itell are having impact on people
that I may never meet and Ithink that is that is really
(20:19):
important.
Speaker 1 (20:20):
What have you found has been most useful for you in
terms of creating awareness foryour book and just to create
some context there?
I don't believe in for 99% ofpeople.
There might be the 1% exception, but I don't believe in the
purpose of having a book.
Is book sales Not looking atroyalties, don't care.
The purpose of the book isthought, leadership, positioning
and really to attract yourideal fit clients to you, as
(20:44):
well as to have a very cohesivephilosophy and structure that
you can then teach or implementwith your clients.
All that being said, that's thewriting and publishing side.
But then the thing that a lotof financial advisors find
struggle with is okay, I have mybook.
Now what?
In your case and I know thatyou did this not as a financial
advisor but more as a leadershipcoach I would say what did you
(21:04):
find to be most useful ingetting the message about your
book out there and using it as awhether business development,
marketing, positioning tool, etc.
Speaker 3 (21:13):
That's exactly what.
The last thing you said is abig part of how I've used it is.
Being an author gives youauthority because you've taken
the time to write a story abouthow you do what you do.
I have actually been thepublisher of a couple of books
for my client, and so I'vewalked through helping two
clients.
It's not something that I doall the time, it's just
(21:35):
situational.
What I found is and I see thiswith advisors all the time they
have great stories, they havegreat accesses for helping their
clients, they have a way oftalking, a language that they
use that is unique to them andtheir positioning, and the book
is a way to bring that out andto share it.
That's why I think when youwrite a book, it ought to be
worth reading.
Speaker 1 (21:56):
And when you say that , tell me what you mean by that,
because I get this as well.
Some people just say, oh, beingable to say I'm an author is
good.
I'm like, am I taking that as?
No, that's useful.
But the magic of a book is itactually gets read.
And part of our process, whichwe call the short book formula,
it's a book that can be read inone to two hours so that it's
manageable and your ideal reader, slash prospect, slash client
(22:16):
will actually take the time toread it cover to cover.
So that gets into storytellingwriting quality, all those
things.
Because so that gets intostorytelling writing quality,
all those things.
Speaker 3 (22:26):
Because to me, where the magic happens is when
someone actually takes the timeto read your book, absorb the
ideas and that's why it shouldbe well written and it should be
a story that's really tellingyour own voice, because it
should be something.
When somebody picks it up,maybe they flip to the middle
and just figure I'm going to seeif this is really worth reading
.
And the next thing they've readfrom the middle to the end and
gone back to the beginningbecause they need to figure it
all out.
So it should be a story we'retelling, because we all have
(22:48):
stories that are worth.
We all have very special waysthat we serve our clients,
whether we're coaches andauthors or we're financial
advisors, helping people throughtheir financial life journey,
or their personal life journeyand so taking the time to
articulate that is reallyimportant.
Speaker 1 (23:06):
Yeah, and I think you nailed it.
Is that why I like working withfinancial advisors so much, is
that typically, especially themore successful ones.
They have stories, they haveexperiences, they have unique
positioning.
It's somewhat magical when youcan capture that in a book and
amplify that out there so that Icall it your salesperson in
print, right?
Imagine owning yourself, havingthe best version of yourself
really, and having people beexposed to that.
(23:27):
And then, when they show up onyour doorstep or your Zoom room,
you may have just met them forthe first time, but they're
already aware of your ideas,your philosophy, your approach.
It's just.
It's such a game changer in somany different ways.
Speaker 3 (23:38):
I love that.
The first book that I helped aclient write this goes back
probably 10 or 15 years ago nowis called the 18 Common Sense
Rules for a SuccessfulRetirement.
I had a client, ron Dickinson,great advisor, who had diarrhea
of the fingers.
Some people just like havediarrhea of the mouth.
They can't stop talking.
You might accuse me of thatafter this podcast, but when I
(23:59):
would ask him a question, theemail that he would send back
was pages long.
Speaker 1 (24:05):
Okay, I haven't heard that before.
I've heard diarrhea of themouth, but not diarrhea of the
fingers.
And immediately one personcomes to my mind where I get
exactly what you're saying.
Speaker 3 (24:14):
But he had these very wrong beliefs in mistakes that
people were making when it cameto retirement planning.
So I said you need to write abook.
And he goes I can't do that.
And I said, yes, you can.
And I literally would just askhim a question, get him to fire
off an answer.
It was something that wasprompting what I knew to be his
(24:34):
beliefs about retirementplanning and when we got to the
point where it was gettingredundant, I said we have enough
rules.
Now we need to start editing it.
And that's what we did and it'sbeen a major driver of business
for him an incredible amount ofbusiness for him, but when he's
still to this day, when he talksto some of his clients, they
will remind him that the reasonthey worked together was because
they can't name the number, butthey learned a lesson or two
(24:57):
from him, from those 18 that hasmade a difference in their
lives as they've built out theirretirement plans or moved
towards being retired.
That's awesome.
Speaker 1 (25:06):
As we wrap up, a couple of final questions.
First one is there any questionthat I haven't asked you that
you'd like to share with ouraudience?
Anything that's top of mind orin your world?
Speaker 3 (25:15):
I guess I would just very briefly re-echo if you
haven't stopped to take the timeto think about what it is you
really want, who you are and whyyou do what you do, carve out
some quiet time, turn off thecell phone, shut the computer
down and just journal on thatand dream about who it is you
are and what you want to be andbecome, and the way that you
serve your clients or whereyou're there for your family,
(25:38):
the causes that you care about.
I just think that's so important.
It can make a huge differencein just setting direction and
tone and making us moreauthentic versions of ourselves.
Speaker 1 (25:48):
Final question for someone that either wants to get
a copy of your book or simplylearn more about you or your
services, what is the best placeor places for them to go to?
Speaker 3 (25:56):
Okay, two things.
One, you can just go totruestfancom and on the website
you can learn about my coaching.
It links out to be able to geta copy of the Truest Fan book.
Or you can go to truestfancomforward slash scorecard.
I call it a businessoptimization scorecard, and it
walks advisors through myprocess for coaching by helping
(26:21):
them answer questions aboutthemselves and their businesses
so they can create a score.
These are areas that I'm doingreally well and I need to do
more of them.
These are some areas where Ihave some gaps and I need to
spend some time there too, andso get the scorecard.
That'd be another great way toconnect.
Speaker 1 (26:37):
It was great talking today.
I enjoyed the conversation andI'm looking forward to being a
guest on your podcast in thenear future.
Speaker 3 (26:43):
Yes.
Speaker 2 (26:46):
I think it's just around the corner.
All right Sounds good, Paul.
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