Participants:
Steve Wershing
Julie Littlechild
Brittany Anderson
Steve Wershing:
Welcome to Becoming Referable, the podcast that shows you how to become the kind of advisor people can’t stop talking about. I’m Steve Wershing. On this episode, we have Brittany Anderson, chief operating officer of Sweet Financial Services in Sherburn, Minnesota and co founder of Ultimate Advisor Coaching where they help advisors build sustainable and scalable businesses. We talk with Brittany about a number of things that she has found effective for advisors. One of the most important of which is having the right mindset, how an advisor mindset can influence your client relationships, dig more deeply into what they feel, and build a better, more responsive business around that. We’ll talk about how to get into clients’ heads, and how to see the experience you provide from their side of the table. We’ll dig into what’s beneath the goals that they tell you about so that you can understand how to deliver better, more effective advice.
We also address a few different practice management issues, including how to utilize Kolbe to interview candidates for positions and how to use it more broadly in a team building and business management system. Stay through to the end, where we talk about the importance of having an implementer in your business, what that person does and how you can utilize that to have a more consistent and sustainable business. It’s a great episode with a lot of good ideas, and so without further delay, here is our conversation with Brittany Anderson. Brittany Anderson, welcome to the Becoming Referable podcast. We’re so happy to have you.
Brittany Anderson:
Thank you. I am so excited to be here today.
Steve Wershing:
Just so that for anybody who does not know about you yet, can you tell us a little bit about your role at Sweet Financial and the new project you’re working on in advisor coaching?
Brittany Anderson:
Yeah, so I have been with a Sweet Financial Services, a wealth planning firm out of Southern Minnesota for just about 11 years now, acting as the COO. I get to do all kinds of good stuff. I get to help with the strategic planning of the firm, really helping drive the vision and bring it to life with the team, get the team leveled up and engaged, and really help, like I said, kind of align the goals to the greater mission of the firm.
As far as kind of the advisor coaching, so it was interesting, the CEO and founder of Sweet Financial, he puts on a conference each year. It’s called the Elite Wealth Advisor Symposium. Back in 2018 I spoke at it and I was talking on all the stuff that I love with implementation, with teams, with leveling up and helping people to be absolutely 100% engaged and bought into the greater vision. Gave a presentation, and Brian, not tooting my own horn here, but he had a bunch of people come up and be like, “Where can I get a Brittany and how can I get them trained?”
Steve Wershing:
I want to get a Brittany, too. Where do I get a Brittany?
Brittany Anderson:
Right? I was like, I can’t be everywhere at once, but what I can do is I can create some awesome content. I can put together a program and a platform to kind of help reach as many people as possible and help them do the same things that I was doing within Sweet within their practices. On top of that, another presenter who at the time and who still is today, we have him on retainer to help with our marketing and automation and, again, kind of get our message clarity or get clarity around our messaging. He presented at the same conference, had a ton of people come up to him and be like, “Wow, this automation component is amazing. We need this in our lives.” We’re like, hey, apparently people need us, so let’s do something.
Steve Wershing:
Very cool, very cool.
Brittany Anderson:
Yeah.
Julie Littlechild:
Is that quite new for you or have you been doing that for awhile now and bringing all these messages to the broader community?
Brittany Anderson:
Yeah, so this is, we’ve actually been a real live thing for the past couple of years, so it’s been about two years now. We have worked with a multitude of different advisors from all across the United States, and it’s really turned into quite the exciting thing. When you look at helping people systematize not only their business, again, the team is so important. I talk on that all the time, but then also automating their marketing to kind of bring their greater vision to life. It’s really been something spectacular to see people implement and act upon.
Steve Wershing:
Oh, that’s very cool. Tell us about, you know, you spoke about certain things to help advisors be more successful, and the marketing automation guy talked about a few things. What are some of the components that you’ve observed that enable an advisor to be really successful?
Brittany Anderson:
Yeah, that’s a great question. Two words come to mind, and it’s outward mindset. There’s actually a book, it’s by the Arbinger Institute. It’s called the Outward Mindset. But, it was interesting, as I was diving into that content, I started thinking back to some of the top financial advisors, the most elite advisory practices from across the United States. It seems that they all completely embrace this idea. What it means is, essentially anticipating your client’s or your prospect’s needs, so being very intuitive to what they want. How can you carve your messaging into what they are thinking about, versus talking 100% about yourself and your ability, and even though so many advisors are absolutely marvelous people, when it comes down to it, your client, your prospect doesn’t really care about that. They care about how you can solve their problems. Being able to anticipate their needs and have that outward mindset where you kind of step outside of your own world and your practice and really anticipate what it is that they’re going to need. That’s where we’re seeing the advisors really excel.
Julie Littlechild:
When you of that, I mean, that intuitively makes a lot of sense and you put me in mind of some of the tenets of Ritz Carlton when they talk about anticipation as one of the core tenets of client experience. But, I guess what’s really, I mean, the question that comes to my mind is, how do we create that skill and how can advisors, we don’t just show up in the office and say, “I’m going to anticipate today.” What would I need to work on to make that happen?
Brittany Anderson:
You know, that’s another great question. I think where it starts is getting really laser focused as to the market that you serve. You know, when you can get complete clarity around who you best help, whose problems you can best solve, you kind of back into that outward mindset concept where you really learn the ins and outs of the psyche of who your prospect is, who your best client is. I think that if you can look at how you operate within your practice and who you best serve, that’s going to allow you to have that anticipation and to be able to really get clarity around what it is that you can provide to your target or ideal audience. I think that laser focus is really essential. It’s not just a good idea, it’s essential to have so that you can learn what they need, learn what’s keeping them up at night, per se.
Steve Wershing:
Well, and let’s dig into that a little bit because there are lots of advisors that we all talk to who say, “Oh, you know, I specialize in doctors or I specialize in senior corporate executives,” or those kinds of things. But, that’s not reflective of a mindset change. In a lot of cases, those advisors will say, “Here’s who I focus on and this is what I’ve decided that they need.” You know, “In my observation, this is what they need.” But, how do you take that to the next level and actually have that mindset change where you’re, you know, how do you turn it around and see that from the client’s perspective like you were just talking about?
Brittany Anderson:
Yeah. Really where that starts is, I always think it’s interesting when we’re working with an advisor and they tell us, you know, “Hey, I think we’ve really got, I got a process down. I think we’ve really got something good for them.” My first question is always, okay, so what have your clients been telling you about it? What has your warm prospects, the ones that you’re in conversations with, how are they responding to it? Because, a lot of times I think people tend to fall in love with their own message, fall in love with their own process before they actually test it, right, before they actually get that feedback from their clients, from their prospects so that they can truly ensure that they’re answering the open questions that are in their client’s head.
You know, and it’s interesting. Going back to anticipating some of these needs and kind of how that ties in with mindset as well is, sometimes, or not sometimes, but a lot of times a client or a prospect, they don’t exactly know what they even need. Right? Like, you have to put those questions out there to get their wheels spinning to really uncover what it is that’s keeping them up at night, what it is that that is absolutely monopolizing their time when it comes to what they’re thinking about in regards to their finances. I think that, before you can say that you’ve got a process, you’ve got a niche, you have to make sure that you are testing that and that you are showing proof that it’s actually working within that target audience. I think that’s really important.
Julie Littlechild:
Do you have ways that you help or encourage advisors to do that, to get a little deeper to understand, and maybe not even just challenges, but aspirations with their clients?
Brittany Anderson:
Yes. What we like to do is, if an advisory practice has never put something like this into place, we encourage them to create a discovery meeting agenda, a discovery meeting format. What that can be is, it can be something that’s geared towards either a new client or prospect or it can be for existing. Really what it is, is it’s them asking, the advisor when I say them, the advisor asking a lot of questions to go really, really deep with that ideal market. If you haven’t done that yet, that’s absolutely something that we consistently coach on is you want to come up with a list of questions to really go deep with those individuals so that you can pull that out.
I’ve actually had practices do that. They’ll say, “Okay, I’m going to knock this out for,” and I see all my clients twice a year, so for six months I am hard focused in these discoveries. It has been amazing at the insights that they have brought out of that that’s actually completely shifted how they go about doing business, how they go about offering their services and the language that they speak, even. The language that they’re using with their prospects and their clients because they’re getting that direct feedback.
Now, another thing, and I know, Steve, and I know that you have a whole methodology and a process behind this, but utilizing a client advisory council. This is something that we’ve had in play at Sweet Financial Services for years and years and years, but really taking a sampling of your very, very best, your most ideal clients and putting some of these ideas by them. You know what, Steven, we were lucky to feature you in a recent Ultimate Advisor podcast episode where you actually shared that you should be doing as the advisor just a bunch of questions asking, not a bunch of statements, and let them do the sharing. I think you brought up such a great point in that, and I’m absolutely using that going forward because I think it’s completely relevant. Really, it’s in front of that ideal and just asking a bunch of questions.
Steve Wershing:
When you’ve worked with advisors who’ve done those discovery meetings and look to dig in, what would you say is the most interesting question you’ve heard people incorporate into that agenda?
Brittany Anderson:
Yeah, so you know, it kind of goes back. I believe in straight forward questions. Right? I believe in straight talk, per se. When you ask the question of, what’s keeping you up at night, what is bogging your brain down, that’s really where you start to get people shift. Right? Because you can ask surface level questions, you can ask things like, you know, what do you need most in your financial plan? What are you missing? Again, it goes back to they don’t know what they don’t know.
But, when you ask questions that evoke emotion, the other one too is, you know, when you look three years into the future, this is actually a question coined from Dan Sullivan of Strategic Coach. But, looking, let’s say we’re three years in the future reflecting back on the past three years, what has to have happened for you to feel really good about your progress? Okay, so that makes people think a little bit. Right? That’s a deeper question than, what are you missing in your financial life, because they just don’t know. You have to ask questions that make them think, that really play on their emotion, and that help them uncover what it is that they want most out of their life so that you can help their money work for them.
Julie Littlechild:
Do you recommend for advisors who are perhaps just looking at this process with fresh eyes to have this kind of meeting with existing clients? What’s the difference there between that kind of conversation and a prospect?
Brittany Anderson:
That’s a great question. Existing clients, they’re a little bit safer to test on because a lot of times you already have that credibility built. Right? That can actually be a really fun exercise. We have done this at Sweet Financial and helped other advisors do this as well. But, just going into it and be like, “Hey, you know, it’s been a while since we have really gotten deep into what it is that you want your future to look like. We talk about your portfolio, you know, we talk about your goals in general, but I want to go a little bit deeper than that. Today’s meeting format is going to be just a little bit different, and I’m just going to ask you some questions to kick us off.” It’s very disarming, so when it’s done with an existing client, again, you’ve got that reputation built up, you’ve got a relationship with them.
When it’s a prospect, when it’s a new person, the goal there is really, again, it’s kind of this 80/20 rule, is you want to be talking 20% of the time, you want them to be talking 80% of the time. Because, what you’re trying to do is hear all of the needs and fill all of the gaps as to what they need for their plan, as to what they need for their future, and what they need in you as the advisor. Whereas, with an existing client, it can be a little bit more conversational because you have that reputation with them.
Julie Littlechild:
Then, when you’ve had that meeting and it’s been successful and you’ve uncovered some of these deeper needs and challenges, how do you recommend that advisors then use that information? I mean, you’ve just mentioned one that is probably, first and foremost, it might be reflected in the plan, and then the kind of planning. But, do you also see that reflected or ideally reflected in, say, the client experience or how the communication plan takes place?
Brittany Anderson:
Absolutely. You know, I like the saying of treat people the way they want to be treated, not the way that you want to be treated. Right? I think that’s a misconception that we’ve been taught from a very young age, that we’re told treat others the way you want to be treated. Well, I don’t believe that. Right? Because, somebody might not want to be treated the same way that I do.
Julie Littlechild:
That’s unfortunate, because it’s the basis of my marriage.
Steve Wershing:
Exactly.
Julie Littlechild:
Maybe I’m just going to take some notes.
Brittany Anderson:
You know, we were talking about therapist before this, so.
Steve Wershing:
Right, exactly, yeah. I’m getting all kinds of material for that appointment later.
Julie Littlechild:
Yeah, yeah.
Brittany Anderson:
Really, I think what it boils down to is that if you’re able to really listen and understand what it is that your client needs, what it is that your prospect needs, you can in many ways tailor future questions to that. Many advisors, most advisors that we have been working with have some sort of a goal planning, goal tracking software that they use. A really easy way to do this is, once you kind of get to the core of what it is that your client wants, what does their future look like, what does their retirement look like, you’re able to put some of that into the goal planning software, into the tracking software so that you’re consistently reminding them of what is most important.
I think too, it’s relevant that when you have a little bit of tumultuous markets, right, where things are going a little bit crazy, I think it’s really important to remind your client that, “Hey, you know what? You have determined your goals. All that matters is that we’re staying on track with that,” so then you can take some of the worry away from them just by simply going deeper. Instead of being on the defense during a meeting, trying to feel like you have to explain what’s going on and you’re constantly trying to redirect their fears, it’s more so played on, “Hey, these are your goals. As long as we can stay on track to that, then that’s what matters. That’s what you told me matters.” Right? It changes that dynamic, it changes that conversation a bit within future reviews.
Steve Wershing:
Well, and let’s dig into that a little bit because, you know, I’d love to be able to help advisors understand more deeply what you’re talking about because what you were just saying was it’s not enough just ask them what they want, but to find out what they really want. I’m thinking that that’s not, what you really need is $140,000 a year in retirement. I think you’re thinking about something deeper. Can you dig down into that a little bit for us and give us some examples of what kinds of things are sort of those goals beneath the goals?
Brittany Anderson:
Yeah, yeah. You know, one of the questions that we like to start off with at Sweet Financial is, you know, a lot of times people tell you what they’re retiring from. Right? Somebody comes in and they’re like, “I just ended 40-plus years at this company and I’m so excited because it was a great experience, but I’m ready for this next thing.” We’re like, “Okay, well, what’s the next thing?” They’re like, “Well, I don’t know. I guess I’m just thinking about what I’m retiring from.” Right?
Steve Wershing:
Yeah, right.
Brittany Anderson:
It’s important to get into the conversation of what are they retiring to. Something that we like to do with clients as well is, you know, a lot of times I like to use this example of, if somebody tells you as a client, they’re like, “You know what? I need $150,000 in retirement and part of that is because I’m going to move to Florida. I’m going to buy a condo down there, and I’m going to golf and I’m going to enjoy the beach and I have loved warm weather and I’m just really excited about that.” We’re like, “That’s great. That’s awesome. Have you ever been to Florida before?” They’re like, “No.” We’re like, “Wait a second, what’s going on here?”
It’s funny, because then you might find, you get a client that says that and then you’re like, well, come to find out, they don’t like reptiles and there’s a lot of large ones on the golf courses down there. They don’t like humidity and beaches are crowded. I use that a little facetiously, but in reality, it’s understanding why do they want that. Right? Getting into the deep. Dean Graziosi, he’s a famous real estate guy, marketer, absolutely brilliant business person, talks about this concept or this process of going seven layers deep with your client.
Now, what that means is that if you ask the question, “Okay, so how much money do you think you’re going to need in retirement?” They say, “$150,000 a year.” Okay, why do you think you need that $150,000? They’re like, “Well, I want to do some travel and I want to maybe buy that cabin on the Lake somewhere, and those are the kind of things. I just think that cashflow-wise, that’ll make it work.” You’re like, “Okay, well let’s stop for a second. Why do you want that cabin on the lake? What’s that mean to you?”
“Well, it means that I’m going to have more time with my family. I’m going to have more time with grandkids and we can have everybody in one space. We haven’t had much of that with busy schedules.” Okay, that’s awesome. So, why is that important to you? You get the picture here. It’s, do not accept the face level, the surface level answers because the minute you do that, you’re losing a connection. Right? Then, what that means is that that person is on the market for another financial advisor because you have not taken that time to get to the core of what drives them.
Something that we’ve also encouraged advisors to do and that we’ve implemented at Sweet Financial Services is that, when you really get to that core of why things are important and what they really need that money for and the why behind it, create a vision board for them. Put it up on the screen when they come in for their review so they can see the pictures of that cabin, of the family time, of you know, maybe a foundation they want to establish because it’s an honor of a deceased family member or whatever the case is. Put those images in front because all of a sudden, again, you have a little bit of tumultuous markets, things are a little uncertain. They’re not focused on that because the first thing that they’re seeing, their mindset is immediately put on what that image looks like and their reminded of what’s most important to them, and best of all, it shows that you listened. That is kind of the core of going deep in that discovery.
Steve Wershing:
Interesting. I want to make sure that we get a few other things that I wanted to ask you about in here. We could keep talking about that, that’s great stuff. I also wanted to get a few more things in here. Besides digging deep and seeing it from the client’s standpoint and that mindset, what else enables an advisor to build a sustainable and scalable business?
Brittany Anderson:
Yeah. You know, I think in order to build something that’s sustainable and scalable, you really have got to get your systems and your processes down. There’s that thing in life that we all like to think we don’t have, and it’s human error. We like to think that we’re perfect, but remember, the biggest lie we tell ourselves is I will remember that. I think it’s really important to make sure that you have consistent, repeatable processes built within your business. What that allows you to do is it frees up your brain space.
When you’ve got something that you’re like, “Hey, I have a complete workflow built into my system, I have a checklist for that,” I know that every client that I onboard is going to get the same exceptional experience as the last. Those are the kind of things that you put in place that allow you to focus on the things you really enjoy as the advisor. It allows you to focus on the revenue generating opportunities that are out there. Right? That you maybe would not be able to get to you or not be able to allocate the proper brain space to if you’re sitting there worried about, “Okay, did I check in with them on this given point? Did my team member check in with them?”
I think the second part of that in association with the systems is having the right butts in seats, is having the right people on your team that are going to take exceptional care of your clients, that are going to deliver that service that you expect and do it consistently every time. Systems and procedures and the right team is what’s going to help you be able to scale, grow, and ensure that your people are being treated the way that they need to be treated.
Julie Littlechild:
Can you talk a little bit more about, I mean, we can talk about both, but I just really, your second point struck me because I know how much advisors struggle with. In fairness, we all struggle with finding the right people. Do you have some specific thoughts on what advisors can do differently in that area?
Brittany Anderson:
Yes, this is one of my favorite topics. The topic of people I just absolutely love, and you’re right, it is absolutely … Or let me just phrase it this way. It can be difficult to find the right talent to fit your firm. However, there are so many different systems and procedures out there that you can utilize to help you really get to the core. The biggest thing that I like to offer, when I’m coaching somebody on hiring or building their team, the first thing that I say is you’ve got to trust your gut. Because, that little thing inside of us, it’s not going to typically lie to us. People can look really, really good on paper. They can look like they have all the experience in the world and they’re just going to be so exceptional because of all of their designations, or whatever the case.
But, if they’re not the right fit culturally, if they’re not at their core a person who is driven by helping other people, that’s going to be a problem down the road. Right? As we know, it could be like one swamp monster on your team that makes you want to drain the whole swamp. Right? That’s frustrating. Using tools, one that I like to just as an immediate that people could take and implement right away, the Kolbe Index A, I personally really like that for helping get to the core of how a person operates. That’s one that they say, whether you take it at 18 years old or 53 years old, it’s never going to change. That really helps you understand how a person operates naturally. What are their natural inherent abilities? That’s a great tool.
I like to ask a lot of questions that are really weird. One that I like to ask that, and by no means I’m not an HR expert attorney or anything like that, so I’m sorry ahead of time, to ask the question of, if I were to walk into your bedroom, if I were to walk into there, step in the doorway, what would I see? It’s a weird question, I know.
Steve Wershing:
One really surprised financial advisor.
Brittany Anderson:
What I really like to go for there is if somebody tells me they’re like, “Woo, that is going to be a mess. I got laundry everywhere. I got stacks of stuff over here. My bed’s not made.” Like, a room is reflective of their head space. Right? I like to understand, that’s a question that I just like to ask because it helps me get to the core of what’s going on in their head. Right? If they tell me it’s organized, if they tell me that it’s clean, it’s tidy, and it’s kind of their sanctuary, that’s usually a good indicator to me and I’ve seen this proven time and time again. It’s a weird question, but it works because you kind of get to see what’s going on in their head space. How are they feeling right now? Are they organized? Are they not? Are they all over the place? That’s a really good indicator. Again, maybe weird question, but it helps me.
Steve Wershing:
But, worth asking just to see the look on their face.
Julie Littlechild:
Just to see.
Steve Wershing:
I’d like to dig, since you’re a fan of Kolbe, I’d like to dig into that a little bit more. Tell me a little bit more about how you use that. Not just, you know, you test somebody and see what their skills are, but then, do you do a Kolbe for the position before you hire? Do you look at the blend of Kolbes on a team? What kinds of ways do you use that to really make an effective office?
Brittany Anderson:
Yeah, that’s a good question. The way that we administer it, the way that I administer it is, I always do it before I’m going to hire somebody. Usually, once I’ve got it narrowed down to a couple different candidates is when I administer it. That won’t be my, it’s not my final judgment call on how or who I would decide to hire. But, I like to know going into it just because, you mentioned something about kind of having the mix on your team. I want to understand, if there are certain gaps on our team or there certain gaps on the team that I’m working with, and when I say gaps, I mean if everybody, well, for those that aren’t familiar with Kolbe, there’s four different categories essentially that, test is not the right word but that you get results on. It’s fact finder, follow through, quick start, and implementer.
If I have a bunch of people that fall, let’s just use for example, short on the implementer, which means they’re more visual. They want to be able to kind of dream up the thoughts, but they may not be the person to actually go in, get their hands dirty and do it. Then I know that there may be a gap in the company when it comes to the operations, when it comes to the client service, whatever that is. Then, I might be looking at to see, okay, where could that person kind of fall high where were maybe falling a little bit short on this scale to close some of those gaps.
The other thing too is, there’s certain positions that you absolutely have to just kind of have a natural way of going about things. I do like to see, am I totally off base? It kind of helps you see too, if somebody looks great on paper, like I said, the Kolbe really helps you get to the core of how they’re going to operate. It allows you to ask more questions, and I’m going to use that word too, of, you know, anticipating kind of the future, anticipating what their needs are and how they need to be managed, how they need to be encouraged. The Kolbe is a great indicator of that as well.
Steve Wershing:
Okay. One of the things you talk about as well is the importance of having an implementer in your business. Can you tell us what that means and what they would do?
Brittany Anderson:
Yes. The implementer in the business, for many financial advisors, especially those that are more of the entrepreneurial mindset, we love shiny objects. We love the squirrels. Right? We are all about new ideas, exciting new things, bringing that into the business. Unfortunately for your team, if you don’t have somebody that can kind of keep their hands around that and even filter that a little bit, that’s dangerous territory because you’re going to start driving people nuts. It’s really important to have somebody designated on your team.
You as the primary, you as a lead advisor, when you have these new ideas, when you have these, whether it’s marketing, whether it’s internal systems, whether it’s a client service element, somebody that can help filter that and then in turn bring it to life. Right? Because, what you should be focused on, if you’re the primary in the company, you should be focused on revenue generation. Right? That R word, revenue generation. Or maybe you’re at a point in your business where you’re like, “Hey, I’ve got other people that are driving revenue, but I want to be able to take more time for myself. I want to be able to reap the rewards, reap the benefit of my hard work.” In order to do that, you’ve got to have somebody on your team that can bring those things to life, that are obsessed with details, that absolutely love tracking what’s working, what’s not working, setting deadlines.
Deadlines are huge. If you don’t have a deadline, the chances of success actually shrinks exponentially. Being able to really take your vision and then put it into a project sort of timeline to bring it to life, they can then be the one that’s keeping a pulse on that and bringing in the proper team members to help execute on that vision. That’s the importance of the implementer to be able to bring your best ideas, filter them, and then get them implemented into the company.
Julie Littlechild:
Could that role be anyone, just someone with those skill sets depending on the size of your team?
Brittany Anderson:
Yeah, depending on the size of your team, there’s multiple ways you can approach it. You could have one designated person in sort of an operations type position. However, I’ve also seen it done where you have different department heads that absolutely own those skill sets, to where they can help with that implementation factor, and that’s a little bit more geared towards the larger firms with more team members because then they can really hone in in their department and they can be in charge of pulling other people from other departments where the gaps need to be filled. You could do it a couple different ways. One key person for the company or department heads, per se.
Julie Littlechild:
Right, right.
Steve Wershing:
Yeah.
Julie Littlechild:
Just because I know we’re coming up on time. I’d love to get your thoughts, we’ve talked about a few different topics here so feel free to choose one, but I’d love to get your thoughts on how you believe some of these tactics and strategies help advisors to become more referable.
Brittany Anderson:
Yeah so, you know, I think that when you kind of sum all this up, right, let’s go back to my comment in regards to treat people the way that they want to be treated, not the way that you want to be treated. When you do that and when you’re speaking to your client’s deepest desires for their future, deepest desires for their retirement. I mean, they have spent a long time preparing for this. Right? Or maybe not preparing, but waiting for this moment. I think that when you are absolutely getting to the core, uncovering their why, they are not going to be able but help to share about that. Right? To tell people about that, because all of a sudden, you’re no longer just a financial advisor in their life. You’re a partner in their life that’s helping them get what they want most. That is invaluable. You can’t put a price tag on that.
I just think that if you are getting to the core, getting to the core of what people want and you are then having the processes, the systems, and the people to be able to deliver on that experience and to be able to make sure that they are helping remind the client or the prospect of what they want most, there’s your goldmine. That’s when people are going to keep talking and start talking about you. That’s when they want their friends and family to work with you because you’re delivering something that nobody else is giving.
Steve Wershing:
Well, that’s an excellent point. I can’t think of a better place to wrap this up. Brittany, there’s a lot of great stuff we’ve covered and I’d love to keep talking with you, but if people want to find out more about you, about The Elite Advisor Conference, about Ultimate Advisor Coaching, where can they find you?
Brittany Anderson:
Yes, so they can check out our website, its ultimateadvisorcoaching.com. We also have a podcast which I mentioned earlier. Steven was gracious enough to be a guest on, that is ultimateadvisorpodcast.com. Otherwise, the Elite Wealth Advisor Symposium, that is a by invitation only event. Go to EWA, E-W-A, symposium.com. There’s actually one coming up in January of 2021, late January, early February. That’s absolutely something you should check out as well.
Steve Wershing:
Well, that’s great. Brittany Anderson, thank you so much for joining us on the Becoming Referrable podcast, and thanks for sharing your message with all of our advisors.
Brittany Anderson:
Thank you for having me. I appreciate you both.
Julie Littlechild:
Thanks so much. Take care.
Hi, it’s Julie again. It was great to have you with us on Becoming Referrable. If you like what you’ve been hearing, please do us a favor and rate us on iTunes. It really does help. 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. Thanks so much for joining us.