Participants:
Steve Wershing
Julie Littlechild
Todd Fithian
Julie Littlechild: Julie Littlechild: Steve Wershing: Todd Fithian: Julie Littlechild: Todd Fithian: Todd Fithian: Julie Littlechild: Todd Fithian: Steve Wershing: Todd Fithian: Julie Littlechild: Yeah, that makes sense. Now, you actually developed a model, the Legacy Advice Model. And I think that ties into a lot of what you’re seeing. Can you give us a quick overview of what that is? Todd Fithian: Todd Fithian: Todd Fithian: Julie Littlechild: Todd Fithian: Todd Fithian: Steve Wershing: Todd Fithian: Todd Fithian: Todd Fithian: Julie Littlechild: Todd Fithian: Julie Littlechild: Todd Fithian: Todd Fithian: Todd Fithian: Steve Wershing: Julie Littlechild: Todd Fithian: Todd Fithian: Julie Littlechild: Todd Fithian: Steve Wershing: Todd Fithian: Todd Fithian: Steve Wershing: Todd Fithian: Todd Fithian: Julie Littlechild: Steve Wershing: Todd Fithian: Todd Fithian: Todd Fithian: Todd Fithian: Julie Littlechild: Todd Fithian: Todd Fithian: Julie Littlechild: Steve Wershing: Todd Fithian: Steve Wershing: Todd Fithian: Todd Fithian: Todd Fithian: Todd Fithian: Julie Littlechild: Todd Fithian: Todd Fithian: Julie Littlechild: Todd Fithian: Todd Fithian: Julie Littlechild: Steve Wershing: Todd Fithian: Steve Wershing:
Welcome to another episode of Becoming Referable, the podcast that helps you be the kind of advisor people can’t stop talking about. I’m Julie Littlechild, and on this week’s show, Steve and I are joined by Todd Fithian for the second time. Todd is the founder of the Legacy Companies, and it’s a firm that provides training, consulting and coaching for advisors, and his role focuses on vision and leadership for the team. He has over two decades of experience in this industry and is also the author of two books, including the best-selling The Right Side Of The Table. So we talked to Todd about the Legacy Financial Advice Model, and it’s an approach that he believes will be nothing short of revolutionary in terms of client engagement and relationships.
He explains how this model focuses on a deeper understanding of the value that clients want instead of jumping right into solutions. And we discuss an important difference between planning and advice and his views on why planning by itself isn’t a differentiator. And finally, we examine the skills that advisors will need to develop in order to differentiate themselves and become more referrable. And with that, let’s get straight to our conversation with Todd. Well, Todd, welcome back to Becoming Referable.
Yeah. Welcome, Todd.
Thanks for having me, happy to be back.
Yeah. Absolutely. The first time you were on it was such a great conversation. We really wanted to get you back. So we’re thrilled that you’re here. Maybe you can just start us off with a quick update on the work that you’ve been doing lately.
Yeah. Thank you, I’d love to. Covid presented some interesting challenges. I think both in our business and in the advisory world, and really challenges that we’ve seen ways in which to turn into opportunities. A couple of things have shown up that have caused us to really help advisors address. Number one is simply the way that advisors have been used to meeting people and interacting with people, finding those new prospects has totally changed in this world, right? In this new environment where we can’t get out and be face to face. And then secondly, just relationship has become more important in this time where even with their existing clients, they actually can’t get out and meet with them and see them and do the annual reviews or whatever it is they were doing the way that they did.
And so they find themselves asking is our relationship as good as we thought it was or needed to be. So a lot of those things have been in question. The last year has been us really partnering and teaming with that community and helping them to meet people more powerfully in this COVID world and also really just understand relationships and how to connect with people, even in this virtual world. So we’ve been doing a lot of things as a response to COVID in this new virtual environment, but we’ve seen great results with advisers businesses growing, actually some growing immensely even during this challenging time. So yeah, that’s been a bit of the shift for us and just a dialed in focus on what’s really happening in their businesses and what matters to them.
It’s interesting because I hear so many people talk about the pivots and the response to COVID and it usually ends up with a statement like, “But these have always been good principles.” Right? Do you find that as well, that it’s just more of a heightened sense of what we need to do?
Yeah. I think when business is business as normal a lot of times… you know what it’s like. You get your head down, you get into the business and you’re working in that business. I think this time has caused people where they’ve got maybe more time to think than they ever have before, that they’re… I think just up and looking that, yeah, these are good principles, but they’re just becoming more front and center and they’re becoming more aware of them at this point in time. And I think that’s the difference that we’re seeing, that people are more aware of how good is my relationship and what are the things that I can do to be better. So that’s something that’s totally shown up.
Yeah. So Todd, how much of this is responses feedback that they’re getting from clients that make them ask those questions? And how much of it is just breaking the complacency or as you said, just the being a distraction from being in the day-to-day groove?
It’s a good question. And I think the reality is… and you’re seeing this like I am I’m sure, is that there’s… at the same time of COVID happened and there’s all this regulatory pressure and there are all these changes that are happening amongst the industry, right? There’s a lot of feedback that’s also coming back from consumers about what they want and what they’re expecting from the advisor relationship. And so I think it’s really the combination of all of these things coming together at the same time, advisors are reporting to me. I have all these new disclosures and things that I have to now have clients signed to be able to do business and things, but I guess the real thing goes back to the fact that COVID has really, I think, driven what the regulation is about and trying to drive if that makes sense, it’s brought it to the forefront because now they’re like, “Wow, we actually can’t get out and meet and see the people that we’re used to getting out and meeting and seeing.”
Yeah, exactly. This is… what the models comprise of has been the basis of our work at Legacy for years. However, in this period of time, we’re actually doing a large project for a Canadian organization. And it caused us to really think about what we’re doing and what we’re teaching, and what’s happening in the world and things around us. And the outcome of that ended up being this Legacy Advice Model. And what the model consists of is, there are stages that basically can come together to comprise what we’re looking at as advice, or what we’re defining as advice. And the foundational stage of this is really focused on empathy, and the empathy stage is all about where the advisor needs to bring this level of deep care and respect for what the clients want and the vision that the client has for the future.
This is not something… it’s interesting. We’ll get into the empathy conversation later, but I’ll just talk about these stages. The second stage is really about this level of understanding where the focus is about understanding the client’s situation, and having appreciation and understanding for their circumstances, the things that are actually impacting what it is they want. The third stage of this is actually planning. And this is probably the most controversial part of our process. And I know we’ll get into it today, of our advice model is that we’re actually making planning just a stage in this, but not the whole entire thing, right? And I think that’s the interesting point, but planning from our standpoint brings in both the quantitative and the qualitative elements of the client relationship, what the client wants and then obviously modeling and things from that nature forward.
But the premises is that advice, right? Really requires all three of these things to be able to deliver the best advice and what we’re calling world-class advice. The advisor has to lead with empathy so that they can then get further understanding, then they can apply that to the planning, and that allows them to be in the best position to deliver that world-class advice to their clients.
And so maybe distinguishing to some extent between planning and advice, that might sound obvious, but I’m not sure it is. Can you talk a bit about that?
Yeah, for sure. And I think, listen the obvious is that every financial advisor that I sit down with or that we talk with would say that we’re delivering advice, that what we do is we’re advisors. We deliver advice. However, when you look at how they deliver that advice, the focal point of the delivery of that advice is a plan, right? And when you talk about advisors, about what makes you different, right? What are the tools and things that you bring to that relationship to differentiate it’s all around planning. And so when we look at advice, advice is the outcome that comes through through great planning, right? It’s the ability for the advisor to bring their knowledge, wisdom, and expertise to now advising the client based upon what they learned in the plan.
We’re also saying that planning isn’t enough, and the fact that planning for most still today, it’s rampant. It is very quantitative-based, even if you look at the tools and the resources, and the financial planning tools that are out there and available to advisors, it’s a very quantitative base and it’s missing that key element of the qualitative, right? Which our model around the empathy and the understanding brings that front and center into play for the client. So the real difference is that the planning is a key component of allowing the advisors to have that additional layer and level of information to be able to provide that advice, and that’s really the difference in our eyes.
And so I can imagine advisors who are real planning oriented. People take planning seriously and focus their business on planning saying that they give advice because they’re doing planning. So can you give us an example of what you’re talking about so we can distinguish between planning and what you’re now considering to be advice?
Yeah, yeah, absolutely. I think… I first want to say that for those that have been doing planning, and we have clients that have been doing planning for 30, 40 years in this business, right? However, their world’s getting a lot busier and trickier right now, because part of our business is about helping financial advisors grow, right? And so seeing the direction, the changes and the shifts that they need to make based upon what’s happening around them. And one of the things for somebody that’s been doing this for a long time is about how do you differentiate yourself from this growing pack? Everybody who’s been in sales, transactional models is now either saying, or being forced to say that I’m a planner, right? And so they’re moving into this space and it’s becoming super, super busy for those that have been in this.
And this has been a profession and something that they’ve had expertise around. But when I think about an example, right? An example to your question here is that most advisors are presenting their advice and delivering their advice based upon the planning of itself. And so if a client has a dream for retirement that looks like X, Y, or Z, they’re going into the plan and they’re presenting off of the Monte Carlo or looking at the asset allocation, and the things that need to happen in order for that client to get where it is they want to get to.
What we’ve seen is that, that’s not really where the client wants to get to. That’s not what the client wants to see. What they want to know is that the planning supports the advice that the advisor is driving. And so advice is about how that advisor guides them on the journey that they want to be on. And that’s the difference when instead of just simply presenting out of a plan, and the numbers and looking at the quantitative evidence, it’s about bringing that qualitative evidence that really makes this more advice than it does just simply quantitative evidence around a plan.
And what does that-
That make sense?
Oh, well, I was interested in digging in on the guidance that you referred to on that journey. So what does that look like as distinct from the plan?
So, what we’re really trying to get into, and this goes to the primary stages of the advice model, which is around the empathy and the understanding, and listen, I might’ve said this before when we talked last time we stated, every advisor that I talked to, every advisor you talk to or listening into this podcast, everyone’s talking about goals and objectives, right? Everyone’s getting at the base level of these conversations with clients, the flaw in that though, Julie, is that it presumes that when clients show up in that discussion or prospective clients, that they actually have a level of clarity around what it is they want, and what they want that to look like, right? Everyone’s talking about goal-based planning, goal-based investing, or just everything being driven off of the goals.
And that’s a faltering premise, because what we’ve recognized over the last almost three decades now is that clients are not clear on what it is they want. And the advisor has to then have the ability to draw that out of them and that again, this becomes this area of how we’re advising them, because when they show up, they have an idea. Obviously successful people, established people have an idea of how they want things to be, but we don’t sit in our lives, in our homes and have these discussions as families really at a level of getting clearer on exactly what we want and how we want things to be.
And so the advisor’s ability to draw that out of people, to be able to have that conversation, to make it clear, make it concrete is a very different type of experience. So the one thing is people don’t show up with a level of clarity around that and secondly, the advisor can’t super impose the goals that the client should have, or they think that the client should have for themselves, right? It’s a skillset where the advisor has to have the capabilities to draw that actually out of them. And this is a real differentiator in what is actually advice because now you’re advising them on truly what matters to them and what’s important to them.
Hey, it’s Steve, we’ll get back to the show in just a minute, but first I’d like to make you an offer. Every week I send out a tip or an idea to help you become more referrable. It might be something I’ve picked up during an advisory board meeting. It might be an idea from one of our amazing guests every other week, I announce a new interview on the podcast. So never miss an episode, or maybe it’s something I picked up from a new research report, and I deliver it right to your inbox. Would you like to become a little more referrable each week? Then send an email to steve@theclientdrivenpractice.com and I’ll even throw in my latest alert, five reasons you need to listen to your clients now before someone else does. Just put five reasons in the subject line, that’s steve@theclientdrivenpractice.com and put five reasons in the subject line, and I’ll send you your free guide right away. And then a little tip about how to become more referrable every week. Now, back to the show.
I’m often… surprised, I guess is the right word. When I’m talking to great advisors, doing great work in successful businesses, how difficult having these conversations still is, how it still feels like a new skill that has to be learned. Do you find that? And in here I’m thinking of just what you were talking about, drawing things out, putting money in context, understanding what’s getting in the way.
I think it’s a really challenging conversation and it’s a different type of skillset. There are some advisors, however that have these skills and they have them naturally, and we see them and we run into them from time to time. They’re just gifted at this and they don’t even know they’re doing it. They do it unconsciously, but this is a different skill set that you need to understand. And again, for us, we believe that these are the types of skillsets for this advisor of the future. The planning world is getting busier and busier and busier every day. And so if planning is one of the core things that you bring to relationships, how are you going to stand out in that competitive arena, right? How are you going to be able to express what you do is different, but also deliver on it and demonstrate it.
And so, we’ve done a lot of work as I think you both know in the relationship systems, right? The family systems, the neuro-psychology. This is a big basis for the work that we’ve done over the years, all towards helping advisors develop the skills, the questions to really engage in these types of conversations and facilitate it. Last thing I’ll say about it is Julie, it’s actually not… it can be scary, but it’s actually not that difficult. This isn’t about you no longer being an advisor and all of a sudden being a psychologist. It’s just not that way but I think sometimes it comes across that way.
It does. That’s… I think one of the fears is, I don’t know what to say. I asked the question. I’m not sure what to say when they tell me the answer.
I have advisors that tell me when we show up for meetings, it’s like, we’ve called the meeting. We’ve created the need for this meeting. And so, we’ve got to run the meeting and therefore they feel like they need to drive, and they need to talk, and they need to lead. However, really what we’re talking about here is giving people simply a space to think through and talk about what it is that’s important to them and what matters to them. The difference in this, right? Where we help them arrive at it and we might actually lead them towards some things, versus them getting the aha around how they want things to be in the future, and what they want that to look like. The engagement of the client in that moment is dramatically different, right? One we’re leading and one they’re inspired, they’re driving. They’re excited about actually accomplishing something that they’re now clear on, that they haven’t been previously.
Now, do you see… So Todd, in your model you have empathy, understanding, planning, and then advice, but are you talking about more of a difference in the first two steps, empathy and understanding? Because, it sounds more like that than you’re tacking this new four step advice on top. Do I have that right?
Yeah. Totally. Planning is planning. I’m a huge believer in planning and I want to make that really clear in this, right? All of my clients are planners. They’re delivering, right? Their version of a plan. I believe every consumer out there needs a plan, but I also… it’s a matter of when, right? When’s the right time that they need that. But you’re totally right in the fact that what we’re stacking on are these other two components, right? That empathy and that understanding and again, I go back to the regulation, I go back to the CFP board of standards and all the things that are happening there, right?
They’re all trying to figure out this whole best interest of clients and how are we’re ensuring that the recommendations and the guidance or advice we’re giving is in alignment with what’s in the best interest these people and what I would say, what they want, right? And so these are ad-ons to that planning that allow that advisor to be in a much better place to deliver and guide that world-class advice. So, yeah, absolutely. These are add on approaches and skills that need to be developed as we see it for that advisor in the future that wants to grow and have great success.
So many advisors that I talked to who are really planning oriented. We ask about their… I think you’re right, the key here is differentiation and the ability to communicate to people how this is different and how they’ll benefit more. And so many of the planning oriented advisors that I speak to say things like, we listen deeply. We come to understand your goals those kinds of things. So how would this be different from what those advisors are saying?
I want to be careful with how I answer this one, because there are some amazing advisors out there doing amazing things. Okay. So first and foremost, the other side of it is what I often ask people to do is to step outside of these conversations that you’re leading and facilitating, and really take an outside perspective and look at exactly how those interactions and meetings are going. And when I really challenge an advisor and a team to show me to deliver that experience to me, to show me how that experience goes, I find that it’s actually not what they perceive it to be, and it’s a very challenging thing for me to say, but I’ve earned that, right? Because I’ve been around this business 30 years, helping people do it, what I believe to be the right way.
And so I think that there’s a perception of we’re doing certain things a certain way, creating a certain experience. And then there’s the reality that that might not be necessarily true. There are outliers where I started with this thing saying that there are people that have committed to this and are super talented in it, but I think everybody can get better at it. No doubt about it, and this is a chance to step back and say, “Are we really doing this? And how do we know? And what’s that look like?”
And I can definitely see a differentiation between maybe Steve, what you’re calling a really solid planning oriented advisor who goes deep, who has all of the requisite skills, who combines all aspects of someone’s life and does all of the right things, but maybe isn’t as skilled in drawing out and inspiring at the front end. I can see how those can coexist.
Sure, sure. Well, and actually what I’m thinking is that there are probably a lot of advisors out there who could benefit from this thing that Todd is talking about, but who say things like we listened to… they say some of the things that Todd is referring to, but I have a feeling that what Todd is actually talking about is something beyond that. So Todd, is there a question or two that an advisor could ask of themselves or of their process to help them understand whether they’re really getting into that empathy and understanding, or if they could do more work there and realize the benefit?
Yeah, that’s a great question. A couple of things I would think about is looking at your process today, right? One of the things that I see literally, if I saw 10 plans or 10 planning processes, I would see this nine out of 10, if not 10 out of 10 times where there’s this executive summary or this discovery letter many call it. And I bring this up as reference cause one of the things I would do and the question I would say is, really look at your process, right? Are you really reflecting back to that client? What you heard that matters to them, right? Or is this where you see you can help them or where you see you need to guide them or take them, right? These discovery letters and these executive summaries that I see all the time, are really nothing more than a pre-set up of the gaps that the client has and the things that they’re going to suggest down the road that the client needs to do or change in their current situation.
And so I would look at that because what we’re talking about, right? And the difference in this empathy and understanding pieces, helping somebody get clear on what it is they really want, and getting them to articulate that and document that, and feeding that back to them to say, “Here’s what we heard you say, did we hear you right? Because, this is what we’re going to base everything off of.” So that would be be one thing, right? That I would say, look at your process, reflect back. How are we ensuring that we’re actually hearing and honoring what our clients are saying to us, right? And making sure that they’re were affirming that, right? That would be clearly one piece. The second piece I’d look at is, is the approach meeting, the starting meeting, what we call the approach talk meeting. The first time when they sit down with somebody in the meeting, what’s their strategy around that?
How much time are we actually spending leading and talking, and how much time are we actually allocating to listening. And go back and look at your last five approach meetings that you had, and look in the mirror and be truthful about what’s the allocation of time that you’re spending there. What I find is most don’t bring a strategy into that first or foremost. So they don’t have a beginning and the end that they prepare for, and plan for and strategize around as they come into it. So all of those meetings tend to look a bit different, but the other side of it is that they tend to lead by building credibility. Let me tell you about us. Let me tell you about my team. Let me tell you about the results that we’ve gotten for other, for other clients, things of that nature.
And we look at this as very much a process of getting people to open up and talk about where they are and what challenges they’re faced with or what opportunities they want to pursue. So we look at the allocation of time as much heavier guided towards the client or prospective client speaking, as opposed to us leading and trying to build credibility, if that makes sense. So, those would be a couple of things that I would look at in my business to say, are we doing this? Can we do this better? As we think about the future.
One of the things that strike me, and this is maybe not unique to our industry, but it might be is that, a lot of what you’re talking about is experience. You know it once you’ve been through it, but how do you recommend or do you go down this path? Advisors talk about this to prospective clients, so that it’s clear. It actually is different.
I think the first starting point in this is that you got to see that you can grow, and you got to see that you can evolve. If you don’t have that mindset in your business, right? You’re probably just going to continue doing what it is you’re doing, but it’s… I think the smart advisors are evaluating client relationships and how are they doing, right? And how can we be doing better? And are there things that we can be doing better? And I think some of the ways in which they do that, you can learn about ways in which you can serve clients better and what they want to hear more from you.
But I think at the other side of it is when you think about annual reviews with clients it’s just being able to have the bold conversations, and talking about ways in which you want to expand the relationship and the things that you want to know about the client. So I don’t know if that answers the question that you were asking, but I think we have to be in tune with our clients and what they want.
Yeah. Well, absolutely. I’m just wondering about this challenge of communicating that, so that if I go to five different websites and I see we talk about your goals and objectives, and it’s usually a sailboat, then how do I know you really mean that versus somebody who means that? It feels like… I can imagine for advisors, this must feel like an impossible challenge, because in their hearts they’re thinking, “No, we do it differently.”
Or even more than that, Julie. They say, “Yeah, well, I say that stuff already.” So help us understand. Because Todd, you mentioned it before and the key here is differentiation. So, like Julia is asking if an advisor really embraces this model and they go beyond just the quantitative planning and then they meet somebody who would be a good client for them. What kinds of things do they say to differentiate themselves from the increasingly large portion of the profession who says I do planning.
Yeah. Yeah. So I think number one, our model which we haven’t really launched in the marketplace. What I didn’t really see this as being, and I shared the model with you all, but this Legacy Advice Model, but every advisor in our community that we’re teaching to engage and act this way is saying, “Can I have that model? Can we put that model on our website? Can we use that to express that to clients?” Because it is a story, and it is a way to engage and tell a different type of story. But I love what you’re saying, because… I don’t even want to go down a rabbit hole of websites. I don’t know if you want to get started going-
We can do a whole podcast series on that.
Exactly. Listen to the thing comes down to creating an experience in these interactions. We talk with advisors all the time right now about, right now is a tough time to be meeting people. These things are happening over the phone and on Zoom. And how do you really create a definable difference that you’re different? I think I talked about it in our last podcast, that 65% of the world around the three of us, around all these advisors are visual processors, okay? Visual processors. So if they can’t paint a picture based upon what you’re seeing, and obviously if they go to your website, they see a picture, but if you’re on the phone with them and they can’t paint a picture based upon what you’re saying, then you’re going to have a hard time connecting with those people. The other 30%. So there’s 5% left over that are kinesthetic, but the other 30% are audio processors.
So the words. So going back to your point is, you have to be so spot on when you have these moments, whether it’s on the phone or on a Zoom, to be able to tell your story in a way that it’s differentiating. You have to be able to demonstrate it and make it tangible for people. So in our last podcast, I got to imagine, I mentioned our concept around the planning horizon, right? The planning horizon is a thing that tees up this whole advice model, right? Which is you draw that line across the middle of the paper. And it divides the realms that are above and below. And the realms below are all around the strategies, the tactics and the tools. Really, for me, that’s somebody who is just focusing on the products, the services, more of a sales transactional type model, right?
And I would even argue some that are in the planning world getting into that realm pretty quickly. What we talk about in the planning horizon up above that planning horizon is around the client’s values. What is it that they value? What’s the vision they have for the future and what are the goals that are going to move them closer and closer towards that? Right. So your ability to articulate something like that is a difference to say, “Listen, Mr. Or Mrs. Client, we want to have a different type of conversation. We want to help you to understand that and see that.” Right? That needs to become tangible. It needs to be real. And those are the types of things that we teach, even to the extent where today in this world, people are on the phone with a lot of people and what we help them understand is those people are trying to get off of that phone call in most cases, as quick as they possibly can, because they’re not oftentimes looking to hire or engage another financial advisor or get more advice or planning.
They’ve got those people in their world. And so you need to be able to quickly differentiate the fact that we’re going to have a different type of conversation. And that is in fact, one of the best and easiest, quickest ways to do that and get that prospect actually drawing out this model on the other side of the phone. That’s an amazing act of that visual processor where you can actually walk them through, verbalizing them through actually drawing out this model and this difference while you’re on the phone with them. And I can’t believe the connections that people get when they do that, maybe even more powerful than the advisor sitting there and doing a whiteboard presentation or a PowerPoint presentation, them visualizing it while they’re drawing out themselves is maybe even more important, so.
I love a good framework. So how does this all connect in your mind, Todd, to referrals? How does this make an advisor more referable?
Here’s the thing is that, when you create the experience, right? The outcome we’re seeing and the outcome that’s possible for advisors listening to this is that people leave every interaction, clients, prospects, leave every interaction with you saying, “Wow, that wasn’t what I was expecting. Wow, that was a great meeting. Wow, that was a great conversation.” When you’re creating an experience and an environment and a relationship like that, that’s being reinforced all the way through, these people become raving fans. These are the people that talk about you because they cannot help but to talk about you. And again, going back to the model just around planning, the empathy and the understanding piece is the thing that is not happening to the degree that it needs to and should be in this business, right?
The planning is rampant, right? It’s everywhere, it’s all over the place, but the advisor’s ability to just hone in their skills around being more empathetic when engaging in the early stages and maintaining it all the way through and really taking the time to get the understanding of the circumstances for this client, you’re going to know this client better than anybody else in their circle, clearly their advisory circle. And in the end, they are going to be the ones that are willing and able to talk about you in a very, very favorable way.
That makes a lot of sense. And Hey, just before we wrap up, where can advisors learn more about the work you’re doing? Because I feel like we’re going to leave people hanging and they’re going to want to know more.
Yeah, absolutely. Thank you. And the easiest way, go to our website, which is just think-legacy.com. You can go there, we’ve got a right fit survey that you can fill out to find out if the things we’re doing are going to be beneficial and helpful for you in your business, that’d be the easiest and best way. Schedule some time with us, let’s talk further about the model and the things that we’re doing and what you’re doing in your business. And at the end of the day we love to be in conversations with advisors. So we do… and we don’t have time to get into it today.
But one of the things I would just tell folks to keep on the lookout for is in April, we’re going to be launching something that we call The Legacy Advisor Growth Journey. And it basically takes into all the considerations that the advisor needs to think about in their business, from building a marketing plan, to building a business that you can succeed from and build a legacy around. And so we’re going to be launching that out in April. We’re super excited about it. And so hopefully people will come check that out.
That’s terrific.
Yeah. That’s great. Todd, this is really good stuff. Thanks so much for coming back and joining us.
Thanks so much for having me. Thanks for the opportunity and always good to be with the two of you.
Hey folks, Steve again. Thanks for joining us on Becoming Referable. If you like what you’ve been hearing, please do us a favor and rate us on iTunes, it really helps. You can get all the links, show notes and other tidbits from these episodes at becomingreferrable.com. You can also get our free report, three referral myths that limit your growth and connect with our blogs and other resources. So until next time, so long.