October 12, 2025 • 18 mins
Joe and Megan share the 10 peak standards with listeners!
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Episode Transcript
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Speaker 1 (00:00):
I mean, we're breaking down what has made us who
(00:03):
we are, what makes us, you know, how we try
to serve clients. We were just named the number one
fastest growing firm the private company in Columbus, Ohio by
INC five thousand, So we're really just breaking down, like
what have we done to get there? Which for us,
it just seems like, yeah, it's an exciting accomplishment for us.
So it just seems like you're so much more out
there that we can do, and we just focus on
the day in and day out by just living out
these standards. And so point number three is everything matters.
(00:27):
What does that mean to us?
Speaker 2 (00:29):
Well, that's perfect. We're on the What Matters show, and
what matters is everything matters. So a prime example of this,
you know, we have, oh my goodness, almost two hundred
five star Google reviews, which is absolutely insane.
Speaker 1 (00:44):
And those responses are just incredible. I mean, some of
the stuff people have said about us.
Speaker 3 (00:47):
I mean when I.
Speaker 1 (00:48):
First started the firm, if I could have dreamed of
what people would say about us, I mean, it's it
even surpasses that. I mean, it's just incredible what people
say about our service and our team, and it just
means the world to me.
Speaker 2 (00:59):
Yeah, Joe, Joe and I both have read every single
Google review, and we require all of our team members
to go through and read every Google review. But one
thing and I'll try not to rant on this too long,
that I cannot stand is when businesses work so hard
to get someone to leave a Google review and they
(01:20):
make that ask and then they just respond back with
thank you, thanks for the review. It's just such a
slap in the face. And we personally respond to every
single Google review. Half the time our response is twice
the length of what the person actually put in the review,
but it just goes to show every single thing matters
(01:40):
because people aren't just looking at what the content in
the review says. They also want to see our response
to that, and it's not something that we take lightly.
Those are every single review as a client testimonial, and
so we are excited every single time we get a
new one. I personally do a happy dance that my
dad skin. We want to make sure that every single
(02:02):
person knows that we truly appreciate them taking the time
to do that.
Speaker 1 (02:06):
And always say how you do anything is how you
do everything. I mean, all the smallest stuff you can
think about. I mean, that's going to mean what you
actually do, and like we show up in suits for
our clients because we know that that matters. Like you know,
if we show up in T shirt and shorts, like
they're gonna be like, well is this? How this how serious?
You take what we do? I mean, we just every
little thing that we can do to ensure that we're
on top of things.
Speaker 2 (02:26):
What did I just yell at you about the other day?
I don't know if you yelled me every day this
topic with your car?
Speaker 3 (02:31):
Oh my goodness, Well now everyone knows.
Speaker 2 (02:34):
So now everyone knows specifically, do you want to share it?
Speaker 3 (02:39):
Do you go ahead and tell them that you've already
brought this?
Speaker 2 (02:40):
Okay, you guys can can disagree with me if you want.
Let me think about this.
Speaker 3 (02:45):
You're right, that's the that's the problem.
Speaker 2 (02:48):
So Joe's parking job the other day last week was
not very good, which is surprising because I've never seen
it be an issue before. So who knows what was
going on? But I went up into this and I said,
your parking job is unacceptable, and he was like, get
off my back, and I said, you know what if
someone pulls into our parking lot and knows that's your
(03:09):
car and says, wow, the CEO doesn't even take the
time to park his car correctly. Is how is he
doing with overseeing my harder in life savings? And he goes, yeah,
you're right, you're right. I said, Hi, No, I usually am.
Speaker 1 (03:23):
She just had to hear that. I said, she was right.
So let's actually skip one and jump forward to number
point number five, which is open and honest feedback, which
I think is exactly what you're talking about, which is that.
Speaker 2 (03:31):
Is a firm foundation of our relationship. We get on
each other all the time about things, but we love
creating a culture of that because that's how people grow. Yeah,
we're not here to sugarcoat things. It's not a soft culture.
And you don't grow without getting feedback on things.
Speaker 1 (03:49):
So yeah, I mean we'd say hard things like I mean,
it's just like things you don't want to hear, but
the things you need to hear to improve is so
so important in a culture. We call it the critical conversations.
If you just pat everyone on the back and say
that they're doing great when they're doing terribly, that's the
culture and that's the norm, And we don't believe in that.
We believe in driving results, and so that's what we're
going to focus on.
Speaker 2 (04:07):
And we also do not support drama. We don't support
being super you know, emotional about things. We love to
fit the mindset, though, don't we the mindset? Oh my goodness,
nobody has time for that. Are you kidding me? Yeah,
we are getting nervous getting heated.
Speaker 1 (04:26):
So White Glass service is one of our standards on
the way we serve clients.
Speaker 3 (04:29):
You know, we always walk them to their car and door.
Speaker 1 (04:32):
We just had a client appreciation event, and we always
tell people to do everything except cut their grass, So ask.
Speaker 3 (04:38):
Could you do this? Do you do this?
Speaker 1 (04:39):
We're going to do everything we possibly can and make
your financial life the easiest and most successful that we
possibly can. So tell them about our client appreciation of
it though.
Speaker 2 (04:47):
Yeah, and to that point, I remember even setting up
Uber Delivery on a client's phone who was having a
hard time getting that set up because they weren't going
to be able to drive, coming up after a procedure
and making sure that they could get food and groceries
delivered to them. Whatever it is, we are going to
go above and beyond to serve in that way. But
our client appreciation event was so much fun. It was
(05:10):
a backyard barbecue theme. We had cobbler cups, we had
oh my goodness, I'm blinking on the city barbecue for catering,
and it was just such a fun event. We have
really tough clients. We did get some rain, but they
they toughed it out. And I have to give a
special shout out to one of our team members, Cole Feiler,
(05:30):
who was the talk of the town at that event
for just going above and beyond. It's no surprise he
had some previous background and experience when he was still
going to school being at Chick fil A, And obviously
you guys all know just the standards of service there,
and I remember even you know, my parents are clients
of Peak, and they were there at the client appreciation
(05:52):
event and we were still getting some things set up.
My parents came early because they had a session with
our team beforehand, and my mom had asked about the
lemonade because they told her we were having country time
and it's her favorite, and it wasn't set up yet,
and so Cole remembered filled her up a glass once
we had it and took it over to her but
so many, you know, so many clients are just coming
(06:14):
up and saying that he was just a ray of
light at that event. But whether that's offering to take
someone's trash, whether it's offering to get them a refill,
whether it's opening the door for them. If you see
someone sitting alone, go and sit with them and talk
with them. That's what White Glove Service looks like to us.
Speaker 1 (06:32):
Yeah, just means the world. We're here to serve people
and that's what we want to do best. And so
point number six is we are results focused, which is
we've already hit on this one quite a bit. But
you know, like I always say, it's people's life savings.
We're here to get the job done. Anything else do
you want to add to that one.
Speaker 2 (06:46):
There, Megan, Nope, we are good to go, all right.
Speaker 1 (06:49):
Point number seven extreme ownership. This one's one of my
favorites because I just believe that whenever there's a problem,
typically you're the problem. You know, they'll like the mindset
we talked about, but there's typically always something and you
can do personally to improve the situation. And we take
this mindset when serving clients as well, and only internally
amongst our team.
Speaker 3 (07:08):
If Megan makes mistake.
Speaker 1 (07:09):
I instantly think in my mind, what could have I
done better to set her up for success. But with
our clients, we actually had an example where we made
a trade and a client's account that they actually told
us not to, so it was simply a mistake from us. Now,
the account actually went up eighteen thousand dollars due to
our trade that we made, so it was actually a
positive for the client, but that's not the point. It
(07:32):
was lost trust of we didn't do what we were supposed
to do, and that could have gone south in the
wrong way, and that could have actually lost eighteen thousand
dollars if we made that decision that they didn't want
us to. And so in that scenario, if it goes
down eighteen thousand dollars, then we pay for that mistake.
You know, if we make a mistake, we pay that
for our clients. That's something we commit to because we
(07:52):
don't want their life savings to be at risk of
us making a mistake. And so that's just something we
always look at. We don't make excuses say that. You know,
even though we had the ability to make that trade,
we could have easily you know, stood by like it
wasn't a big deal. But no, the fact that he
wanted he didn't want us to do that, and we
did it, and so that's our that's our fault. We
can't excuse that. So I think that's just so important.
(08:13):
The extreme ownership.
Speaker 2 (08:14):
Yep, absolutely, And going into number eight, this is a
good one. Figure it out. This is not a daycare.
We are not here to hold Jill's going to send
you a text on that one too. We are not
here to hold people's hand. And I always joke with people,
you know, overseeing our HR department of it is against
(08:34):
HR policy to hold hands at work anyways. But a
really funny story with this one is Joe is actually
speaking in a financial planning class at Ohio State and
our new HR specialist hately, she's incredible she had gone
with him, and thankfully she did, because the class went
over and by the time that they got out, Joe
was supposed to be on a fifteen minute call with
(08:58):
someone potentially looking to work with us, and he goes,
all right, Hayley, do you have your computer. She's like yep.
He's like, all right, log in, here are the keys
to my car. You're gonna drive us back to the office,
and I'm gonna take this call and take all of
the notes on your computer while I do this. And
so she chauffeured and back and they figured it out.
They we always say, find a way, make away, and
(09:20):
just just got a little gritty and scrappy and got
her done.
Speaker 1 (09:23):
Yeah, I mean that's just a big one, Like it
aren't We are in a culture of like, you know,
like what should I do next? Like I mean, I
remember my dad, like when I was growing up, Like
I always worked with my dad since I was five
years old, and I remember like he would.
Speaker 3 (09:36):
Always be like what should I do? What should I do?
Speaker 1 (09:37):
Cause I always want to make such an impact, but
he's like, just figure it out, Like just go find
what you need to do. Don't sit here and ask
me what to do. And such a big trait. So
point number nine, don't drop the ball. This one's really
important in our business obviously with what we do.
Speaker 3 (09:51):
But what are the key points here that we want.
Speaker 2 (09:53):
To make Yeah, so two big things here is our
team members do not see being given more responsibility as
a burden. They see it as I am being trusted.
This is an honor, and this is opportunity. But also too,
if you are given more responsibility and you drop the
ball or you miss the mark, or you're letting something
(10:16):
slip through the cracks like you, you're not going to
be as trusted moving forward, and you're not going to
be given those opportunities. And so it is very very
important though, when you are given those opportunities, you do
not take it lightly and you do everything in your
power to just crush it out of the park.
Speaker 1 (10:31):
Yeah, and obviously we always say write it down as
one of our.
Speaker 3 (10:33):
Peak rules as well.
Speaker 1 (10:34):
And you know, Megan knows if someone comes into my
office and I tell them to do something and they
don't write it down, I instantly get stressed out. And
if it doesn't get done, get I make it a
huge deal because I mean I direct one hundred things
a day to get people, Hey do this, let's do this,
let's do that, And if someone doesn't do it, I
lose all immediate trust with someone. And so I always
(10:56):
try to set them up for success by ensuring they
know every time they talk to me, have a nope, gretty,
write it down, make sure it gets done, and you
will be very successful here and very excited with the
amount of rewards and it can come with that.
Speaker 2 (11:06):
It's why we give a notebook to it's a peak
notebook to every single new team member on their first day,
because Joe's time is not best spent going through every
single thing that he's delegated and saying, oh, I have
to make sure that Megan got done with fifty million
things that I gave her. No, when he gives something
to me, it is off of his brain. He knows
(11:28):
it's being taken care of and he's not worrying about
it anymore, so he can move on to the next
thing and focused on spending his time where it is
best used.
Speaker 3 (11:37):
Yep. So that's don't drop the ball standard.
Speaker 1 (11:39):
Now. The next standard is that how you train them
is how they will train them. What do we mean
by that?
Speaker 2 (11:45):
So you know, at one point it was just you,
and then at another point it was just you and
then Jill. But we want to make sure that we
are training people to the same standards as if it
was you Joe training them. But would we want one
hundred more team members duplicating someone. It is so important
to just make sure that you are setting people up
(12:07):
for success.
Speaker 1 (12:08):
Yeah, I mean I always say, like you know, like, man,
the conviction I have on our mission and our vision, obviously,
it's gonna be hard for someone else to duplicate that
exactly because of how intense it is. I mean, nobody
knows when I was in a corner office by myself
with zero clients and zero money coming in and making
something out of nothing from that and understanding how many
(12:29):
people said no to me early on and all the
people that did say yes, They've gotten us to where
we are. People don't understand what it takes to get
to this point for us to be at this position,
and so how can we help others feel that? And
I always say, like, if I'm going to train Megan
on that feeling and that, here's why we serve people
(12:49):
so well, I have to trust that she's going to
train the next five people the same way, and then
she has to trust the next five people to train
them the same way. Because it's got the game of telephone,
it just keeps getting watered down. Nobody knows what's going
to be the case. And so we try to hold
whole high standards for every single person at the firms.
So those are our ten peak standards. The next segment
(13:11):
we're gonna break down some other just peak guidelines and
rules that we live by on on just some fun
things and we'll tell some stories and have some fun
with that, as is Joe Schmitz Meigan Casabury on six'
TEN wtvn filling in For Minnie michayla On What matters
And Jobs Quit that in the rain With Drapping.
Speaker 3 (13:28):
Thunder having read, alright hey back for the last.
Speaker 1 (13:35):
Segment megan's here crying because it's your last segment on
air for, today and we'll just make sure it's very valuable.
Here So Joe Schmit's Megan Castlebury Peak Retirement, planning filling
in For miny And. Mikayla we're just talking about what
makes us us at, peak and we want to break
down just some peak rules that we have in addition
to this ten standards that we just talked. Through one
(13:55):
of the ones THAT i always liked that sticks out
to me is twenty four. Hours what are we mean
when we say twenty four?
Speaker 2 (14:01):
Hours we are getting back to clients within twenty four.
Hours we are dealing with people's harder and life. Savings
they come to us for peace of, mind and the
beautiful thing is we have our team, approach which means
it is going to the best person suited and specialists
within our, office and they are getting an answer or
response back within twenty four, hours not twenty, five not forty,
(14:22):
eight not a, week, yeah twenty.
Speaker 1 (14:24):
Four and that's so important because our industry is not
the best at. THAT i, mean we have so many
clients that come to us from other advisors and they're, like,
yeah email my client my. Advisor they don't get back to,
me typically in, weeks And i've been at places WHERE
i mean it takes weeks to get back to people
when it's all reactive and not. PROACTIVE i, mean we
also call all of our clients at least every single quarter.
Speaker 3 (14:43):
With some sort of.
Speaker 1 (14:43):
Value add when one big beautiful bill pass we call
it every single one with what can we do to
make sure this gets implementing their plans so they're not
calling us and, saying, hey SHOULD i do? Anything what
we've already taken care of. That the next one is
never burned, bridges WHICH i think this is just important
anything you do in.
Speaker 3 (14:58):
Life have never never been so dis.
Speaker 1 (15:00):
Respectful to someone where you never want to talk to them,
again or they never want to talk to you. Again
and we actually do this with our. CLIENTS i mean
most of our clients are coming from other, advisors and
so we've actually created an email template that they can
send their advisors to make sure they don't burn the
bridge because who, knows maybe they won't like it with
us and they realize that the grass isn't green or
on the other.
Speaker 2 (15:19):
Side our next one here professional appearance. STANDARDS i love
this one BECAUSE i love getting on our young team
members about some of these. Things there's no. Excuse so
first of, all with us having a younger, team you,
know it's very important of how you carry. Yourself it
shows how much you respect yourself and others. Too but
we provide a professional attire budget every year for a
(15:42):
team member so that they can make sure that there's
no issues in this. REGARD i, know for, example we
had an intern wearing some black or White nike socks with,
us AND i, said absolutely. NOT i am kind of
known as Big siss across the, office and so got
them a nice six pack of some some dress socks
and he was very very, appreciative and you, know did
(16:04):
that in a joking and lovingly.
Speaker 1 (16:06):
Way but, yeah and another one here is be a.
Founder and we talk about this all the. TIME i,
mean we have we're just growing so fast and you,
know we're just there's so much ahead of, us knowing
the age of you, know the majority of our team,
members and just how much optimism is. There and so
like we always, say, like hey'd be great to be
number team member number fifty when you know we're a
thousand team members one day and looking back and, saying,
(16:27):
man look at the impact we. Had and so we
always tell people, like, hey if you're right, now you're
in a top one hundred employees that have JOINED, peak
like this is a great opportunity to get on the
ground for and make it real impact and. Difference knowing
how much we're going to grow over time is something
that we talk about all the. Time so a lot
of fun here going through our standards and roles, Here,
megan AND i think you know something we always want
(16:48):
to ask you of viewers.
Speaker 3 (16:48):
Here are listening.
Speaker 1 (16:49):
HERE i, mean we get a lot of people that
reach out to us to work with us that our
clients now from, radio but who do you, know family and,
friends those, viewers those listeners here that you'd want to you,
know hear all this stuff here today and, say, MAN
i THINK i know someone who can fit that mold really.
WELL i, know in twenty twenty, four we had what
twenty six hundred applicants and we only hired nine, People
(17:11):
so like we're just very very particular in who we
hire and just want to make sure we hire the.
Speaker 3 (17:15):
Best SO i think that's a good.
Speaker 1 (17:15):
Call to action there for anyone that, knows anyone that's looking,
for you, know a home to call themselves for a
career that they can really grow into and make a
ton of. Impact so that's you know what you got
here From Peaker Tyrant, Planning Joe Schmitt's Maine castleberry real.
Speaker 2 (17:31):
Quick if they, do all they need to do is
go to our. Website we have a career page on
our website and they can look at all of our
open opportunities and apply.
Speaker 1 (17:38):
There, yep, absolutely AND i hope everyone had a lot
of fun listening in here and they can go to
our Website Peaker Tyrant.
Speaker 3 (17:43):
Planning As megan said.
Speaker 1 (17:44):
There but also if anyone's looking for further, guidance so
we've got books that we give, away they can schedule
a call with us to work WITH, us AND i
just hope that today's information was valuable and filling in
For minny and michaela here who weren't able to make.
It this Is Joe schmitt's Main castberry on six' ten
wtv and have a great rest Of.
Speaker 3 (18:00):
Your sunday
I mean, we're breaking down what has made us who
(00:03):
we are, what makes us, you know, how we try
to serve clients. We were just named the number one
fastest growing firm the private company in Columbus, Ohio by
INC five thousand, So we're really just breaking down, like
what have we done to get there? Which for us,
it just seems like, yeah, it's an exciting accomplishment for us.
So it just seems like you're so much more out
there that we can do, and we just focus on
the day in and day out by just living out
these standards. And so point number three is everything matters.
(00:27):
What does that mean to us?
Speaker 2 (00:29):
Well, that's perfect. We're on the What Matters show, and
what matters is everything matters. So a prime example of this,
you know, we have, oh my goodness, almost two hundred
five star Google reviews, which is absolutely insane.
Speaker 1 (00:44):
And those responses are just incredible. I mean, some of
the stuff people have said about us.
Speaker 3 (00:47):
I mean when I.
Speaker 1 (00:48):
First started the firm, if I could have dreamed of
what people would say about us, I mean, it's it
even surpasses that. I mean, it's just incredible what people
say about our service and our team, and it just
means the world to me.
Speaker 2 (00:59):
Yeah, Joe, Joe and I both have read every single
Google review, and we require all of our team members
to go through and read every Google review. But one
thing and I'll try not to rant on this too long,
that I cannot stand is when businesses work so hard
to get someone to leave a Google review and they
(01:20):
make that ask and then they just respond back with
thank you, thanks for the review. It's just such a
slap in the face. And we personally respond to every
single Google review. Half the time our response is twice
the length of what the person actually put in the review,
but it just goes to show every single thing matters
(01:40):
because people aren't just looking at what the content in
the review says. They also want to see our response
to that, and it's not something that we take lightly.
Those are every single review as a client testimonial, and
so we are excited every single time we get a
new one. I personally do a happy dance that my
dad skin. We want to make sure that every single
(02:02):
person knows that we truly appreciate them taking the time
to do that.
Speaker 1 (02:06):
And always say how you do anything is how you
do everything. I mean, all the smallest stuff you can
think about. I mean, that's going to mean what you
actually do, and like we show up in suits for
our clients because we know that that matters. Like you know,
if we show up in T shirt and shorts, like
they're gonna be like, well is this? How this how serious?
You take what we do? I mean, we just every
little thing that we can do to ensure that we're
on top of things.
Speaker 2 (02:26):
What did I just yell at you about the other day?
I don't know if you yelled me every day this
topic with your car?
Speaker 3 (02:31):
Oh my goodness, Well now everyone knows.
Speaker 2 (02:34):
So now everyone knows specifically, do you want to share it?
Speaker 3 (02:39):
Do you go ahead and tell them that you've already
brought this?
Speaker 2 (02:40):
Okay, you guys can can disagree with me if you want.
Let me think about this.
Speaker 3 (02:45):
You're right, that's the that's the problem.
Speaker 2 (02:48):
So Joe's parking job the other day last week was
not very good, which is surprising because I've never seen
it be an issue before. So who knows what was
going on? But I went up into this and I said,
your parking job is unacceptable, and he was like, get
off my back, and I said, you know what if
someone pulls into our parking lot and knows that's your
(03:09):
car and says, wow, the CEO doesn't even take the
time to park his car correctly. Is how is he
doing with overseeing my harder in life savings? And he goes, yeah,
you're right, you're right. I said, Hi, No, I usually am.
Speaker 1 (03:23):
She just had to hear that. I said, she was right.
So let's actually skip one and jump forward to number
point number five, which is open and honest feedback, which
I think is exactly what you're talking about, which is that.
Speaker 2 (03:31):
Is a firm foundation of our relationship. We get on
each other all the time about things, but we love
creating a culture of that because that's how people grow. Yeah,
we're not here to sugarcoat things. It's not a soft culture.
And you don't grow without getting feedback on things.
Speaker 1 (03:49):
So yeah, I mean we'd say hard things like I mean,
it's just like things you don't want to hear, but
the things you need to hear to improve is so
so important in a culture. We call it the critical conversations.
If you just pat everyone on the back and say
that they're doing great when they're doing terribly, that's the
culture and that's the norm, And we don't believe in that.
We believe in driving results, and so that's what we're
going to focus on.
Speaker 2 (04:07):
And we also do not support drama. We don't support
being super you know, emotional about things. We love to
fit the mindset, though, don't we the mindset? Oh my goodness,
nobody has time for that. Are you kidding me? Yeah,
we are getting nervous getting heated.
Speaker 1 (04:26):
So White Glass service is one of our standards on
the way we serve clients.
Speaker 3 (04:29):
You know, we always walk them to their car and door.
Speaker 1 (04:32):
We just had a client appreciation event, and we always
tell people to do everything except cut their grass, So ask.
Speaker 3 (04:38):
Could you do this? Do you do this?
Speaker 1 (04:39):
We're going to do everything we possibly can and make
your financial life the easiest and most successful that we
possibly can. So tell them about our client appreciation of
it though.
Speaker 2 (04:47):
Yeah, and to that point, I remember even setting up
Uber Delivery on a client's phone who was having a
hard time getting that set up because they weren't going
to be able to drive, coming up after a procedure
and making sure that they could get food and groceries
delivered to them. Whatever it is, we are going to
go above and beyond to serve in that way. But
our client appreciation event was so much fun. It was
(05:10):
a backyard barbecue theme. We had cobbler cups, we had
oh my goodness, I'm blinking on the city barbecue for catering,
and it was just such a fun event. We have
really tough clients. We did get some rain, but they
they toughed it out. And I have to give a
special shout out to one of our team members, Cole Feiler,
(05:30):
who was the talk of the town at that event
for just going above and beyond. It's no surprise he
had some previous background and experience when he was still
going to school being at Chick fil A, And obviously
you guys all know just the standards of service there,
and I remember even you know, my parents are clients
of Peak, and they were there at the client appreciation
(05:52):
event and we were still getting some things set up.
My parents came early because they had a session with
our team beforehand, and my mom had asked about the
lemonade because they told her we were having country time
and it's her favorite, and it wasn't set up yet,
and so Cole remembered filled her up a glass once
we had it and took it over to her but
so many, you know, so many clients are just coming
(06:14):
up and saying that he was just a ray of
light at that event. But whether that's offering to take
someone's trash, whether it's offering to get them a refill,
whether it's opening the door for them. If you see
someone sitting alone, go and sit with them and talk
with them. That's what White Glove Service looks like to us.
Speaker 1 (06:32):
Yeah, just means the world. We're here to serve people
and that's what we want to do best. And so
point number six is we are results focused, which is
we've already hit on this one quite a bit. But
you know, like I always say, it's people's life savings.
We're here to get the job done. Anything else do
you want to add to that one.
Speaker 2 (06:46):
There, Megan, Nope, we are good to go, all right.
Speaker 1 (06:49):
Point number seven extreme ownership. This one's one of my
favorites because I just believe that whenever there's a problem,
typically you're the problem. You know, they'll like the mindset
we talked about, but there's typically always something and you
can do personally to improve the situation. And we take
this mindset when serving clients as well, and only internally
amongst our team.
Speaker 3 (07:08):
If Megan makes mistake.
Speaker 1 (07:09):
I instantly think in my mind, what could have I
done better to set her up for success. But with
our clients, we actually had an example where we made
a trade and a client's account that they actually told
us not to, so it was simply a mistake from us. Now,
the account actually went up eighteen thousand dollars due to
our trade that we made, so it was actually a
positive for the client, but that's not the point. It
(07:32):
was lost trust of we didn't do what we were supposed
to do, and that could have gone south in the
wrong way, and that could have actually lost eighteen thousand
dollars if we made that decision that they didn't want
us to. And so in that scenario, if it goes
down eighteen thousand dollars, then we pay for that mistake.
You know, if we make a mistake, we pay that
for our clients. That's something we commit to because we
(07:52):
don't want their life savings to be at risk of
us making a mistake. And so that's just something we
always look at. We don't make excuses say that. You know,
even though we had the ability to make that trade,
we could have easily you know, stood by like it
wasn't a big deal. But no, the fact that he
wanted he didn't want us to do that, and we
did it, and so that's our that's our fault. We
can't excuse that. So I think that's just so important.
(08:13):
The extreme ownership.
Speaker 2 (08:14):
Yep, absolutely, And going into number eight, this is a
good one. Figure it out. This is not a daycare.
We are not here to hold Jill's going to send
you a text on that one too. We are not
here to hold people's hand. And I always joke with people,
you know, overseeing our HR department of it is against
(08:34):
HR policy to hold hands at work anyways. But a
really funny story with this one is Joe is actually
speaking in a financial planning class at Ohio State and
our new HR specialist hately, she's incredible she had gone
with him, and thankfully she did, because the class went
over and by the time that they got out, Joe
was supposed to be on a fifteen minute call with
(08:58):
someone potentially looking to work with us, and he goes,
all right, Hayley, do you have your computer. She's like yep.
He's like, all right, log in, here are the keys
to my car. You're gonna drive us back to the office,
and I'm gonna take this call and take all of
the notes on your computer while I do this. And
so she chauffeured and back and they figured it out.
They we always say, find a way, make away, and
(09:20):
just just got a little gritty and scrappy and got
her done.
Speaker 1 (09:23):
Yeah, I mean that's just a big one, Like it
aren't We are in a culture of like, you know,
like what should I do next? Like I mean, I
remember my dad, like when I was growing up, Like
I always worked with my dad since I was five
years old, and I remember like he would.
Speaker 3 (09:36):
Always be like what should I do? What should I do?
Speaker 1 (09:37):
Cause I always want to make such an impact, but
he's like, just figure it out, Like just go find
what you need to do. Don't sit here and ask
me what to do. And such a big trait. So
point number nine, don't drop the ball. This one's really
important in our business obviously with what we do.
Speaker 3 (09:51):
But what are the key points here that we want.
Speaker 2 (09:53):
To make Yeah, so two big things here is our
team members do not see being given more responsibility as
a burden. They see it as I am being trusted.
This is an honor, and this is opportunity. But also too,
if you are given more responsibility and you drop the
ball or you miss the mark, or you're letting something
(10:16):
slip through the cracks like you, you're not going to
be as trusted moving forward, and you're not going to
be given those opportunities. And so it is very very
important though, when you are given those opportunities, you do
not take it lightly and you do everything in your
power to just crush it out of the park.
Speaker 1 (10:31):
Yeah, and obviously we always say write it down as
one of our.
Speaker 3 (10:33):
Peak rules as well.
Speaker 1 (10:34):
And you know, Megan knows if someone comes into my
office and I tell them to do something and they
don't write it down, I instantly get stressed out. And
if it doesn't get done, get I make it a
huge deal because I mean I direct one hundred things
a day to get people, Hey do this, let's do this,
let's do that, And if someone doesn't do it, I
lose all immediate trust with someone. And so I always
(10:56):
try to set them up for success by ensuring they
know every time they talk to me, have a nope, gretty,
write it down, make sure it gets done, and you
will be very successful here and very excited with the
amount of rewards and it can come with that.
Speaker 2 (11:06):
It's why we give a notebook to it's a peak
notebook to every single new team member on their first day,
because Joe's time is not best spent going through every
single thing that he's delegated and saying, oh, I have
to make sure that Megan got done with fifty million
things that I gave her. No, when he gives something
to me, it is off of his brain. He knows
(11:28):
it's being taken care of and he's not worrying about
it anymore, so he can move on to the next
thing and focused on spending his time where it is
best used.
Speaker 3 (11:37):
Yep. So that's don't drop the ball standard.
Speaker 1 (11:39):
Now. The next standard is that how you train them
is how they will train them. What do we mean
by that?
Speaker 2 (11:45):
So you know, at one point it was just you,
and then at another point it was just you and
then Jill. But we want to make sure that we
are training people to the same standards as if it
was you Joe training them. But would we want one
hundred more team members duplicating someone. It is so important
to just make sure that you are setting people up
(12:07):
for success.
Speaker 1 (12:08):
Yeah, I mean I always say, like you know, like, man,
the conviction I have on our mission and our vision, obviously,
it's gonna be hard for someone else to duplicate that
exactly because of how intense it is. I mean, nobody
knows when I was in a corner office by myself
with zero clients and zero money coming in and making
something out of nothing from that and understanding how many
(12:29):
people said no to me early on and all the
people that did say yes, They've gotten us to where
we are. People don't understand what it takes to get
to this point for us to be at this position,
and so how can we help others feel that? And
I always say, like, if I'm going to train Megan
on that feeling and that, here's why we serve people
(12:49):
so well, I have to trust that she's going to
train the next five people the same way, and then
she has to trust the next five people to train
them the same way. Because it's got the game of telephone,
it just keeps getting watered down. Nobody knows what's going
to be the case. And so we try to hold
whole high standards for every single person at the firms.
So those are our ten peak standards. The next segment
(13:11):
we're gonna break down some other just peak guidelines and
rules that we live by on on just some fun
things and we'll tell some stories and have some fun
with that, as is Joe Schmitz Meigan Casabury on six'
TEN wtvn filling in For Minnie michayla On What matters
And Jobs Quit that in the rain With Drapping.
Speaker 3 (13:28):
Thunder having read, alright hey back for the last.
Speaker 1 (13:35):
Segment megan's here crying because it's your last segment on
air for, today and we'll just make sure it's very valuable.
Here So Joe Schmit's Megan Castlebury Peak Retirement, planning filling
in For miny And. Mikayla we're just talking about what
makes us us at, peak and we want to break
down just some peak rules that we have in addition
to this ten standards that we just talked. Through one
(13:55):
of the ones THAT i always liked that sticks out
to me is twenty four. Hours what are we mean
when we say twenty four?
Speaker 2 (14:01):
Hours we are getting back to clients within twenty four.
Hours we are dealing with people's harder and life. Savings
they come to us for peace of, mind and the
beautiful thing is we have our team, approach which means
it is going to the best person suited and specialists
within our, office and they are getting an answer or
response back within twenty four, hours not twenty, five not forty,
(14:22):
eight not a, week, yeah twenty.
Speaker 1 (14:24):
Four and that's so important because our industry is not
the best at. THAT i, mean we have so many
clients that come to us from other advisors and they're, like,
yeah email my client my. Advisor they don't get back to,
me typically in, weeks And i've been at places WHERE
i mean it takes weeks to get back to people
when it's all reactive and not. PROACTIVE i, mean we
also call all of our clients at least every single quarter.
Speaker 3 (14:43):
With some sort of.
Speaker 1 (14:43):
Value add when one big beautiful bill pass we call
it every single one with what can we do to
make sure this gets implementing their plans so they're not
calling us and, saying, hey SHOULD i do? Anything what
we've already taken care of. That the next one is
never burned, bridges WHICH i think this is just important
anything you do in.
Speaker 3 (14:58):
Life have never never been so dis.
Speaker 1 (15:00):
Respectful to someone where you never want to talk to them,
again or they never want to talk to you. Again
and we actually do this with our. CLIENTS i mean
most of our clients are coming from other, advisors and
so we've actually created an email template that they can
send their advisors to make sure they don't burn the
bridge because who, knows maybe they won't like it with
us and they realize that the grass isn't green or
on the other.
Speaker 2 (15:19):
Side our next one here professional appearance. STANDARDS i love
this one BECAUSE i love getting on our young team
members about some of these. Things there's no. Excuse so
first of, all with us having a younger, team you,
know it's very important of how you carry. Yourself it
shows how much you respect yourself and others. Too but
we provide a professional attire budget every year for a
(15:42):
team member so that they can make sure that there's
no issues in this. REGARD i, know for, example we
had an intern wearing some black or White nike socks with,
us AND i, said absolutely. NOT i am kind of
known as Big siss across the, office and so got
them a nice six pack of some some dress socks
and he was very very, appreciative and you, know did
(16:04):
that in a joking and lovingly.
Speaker 1 (16:06):
Way but, yeah and another one here is be a.
Founder and we talk about this all the. TIME i,
mean we have we're just growing so fast and you,
know we're just there's so much ahead of, us knowing
the age of you, know the majority of our team,
members and just how much optimism is. There and so
like we always, say, like hey'd be great to be
number team member number fifty when you know we're a
thousand team members one day and looking back and, saying,
(16:27):
man look at the impact we. Had and so we
always tell people, like, hey if you're right, now you're
in a top one hundred employees that have JOINED, peak
like this is a great opportunity to get on the
ground for and make it real impact and. Difference knowing
how much we're going to grow over time is something
that we talk about all the. Time so a lot
of fun here going through our standards and roles, Here,
megan AND i think you know something we always want
(16:48):
to ask you of viewers.
Speaker 3 (16:48):
Here are listening.
Speaker 1 (16:49):
HERE i, mean we get a lot of people that
reach out to us to work with us that our
clients now from, radio but who do you, know family and,
friends those, viewers those listeners here that you'd want to you,
know hear all this stuff here today and, say, MAN
i THINK i know someone who can fit that mold really.
WELL i, know in twenty twenty, four we had what
twenty six hundred applicants and we only hired nine, People
(17:11):
so like we're just very very particular in who we
hire and just want to make sure we hire the.
Speaker 3 (17:15):
Best SO i think that's a good.
Speaker 1 (17:15):
Call to action there for anyone that, knows anyone that's looking,
for you, know a home to call themselves for a
career that they can really grow into and make a
ton of. Impact so that's you know what you got
here From Peaker Tyrant, Planning Joe Schmitt's Maine castleberry real.
Speaker 2 (17:31):
Quick if they, do all they need to do is
go to our. Website we have a career page on
our website and they can look at all of our
open opportunities and apply.
Speaker 1 (17:38):
There, yep, absolutely AND i hope everyone had a lot
of fun listening in here and they can go to
our Website Peaker Tyrant.
Speaker 3 (17:43):
Planning As megan said.
Speaker 1 (17:44):
There but also if anyone's looking for further, guidance so
we've got books that we give, away they can schedule
a call with us to work WITH, us AND i
just hope that today's information was valuable and filling in
For minny and michaela here who weren't able to make.
It this Is Joe schmitt's Main castberry on six' ten
wtv and have a great rest Of.
Speaker 3 (18:00):
Your sunday
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