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Bill Bachrach: Is a picture worth a thousand words?
Bill BachrachLarry is early in his Values-Based Financial Planning™ Journey building his Ideal Client Community and he wanted my point of view about the benefits for clients or potential clients in creating their Financial Road Map®. Whether you are new to the Values-Based Financial Planning™ journey or a veteran you will appreciate my response to Larry.

SRM First, for the clients, they LOVE the Financial Road Map®! It's big, colorful, and visual. Yes, a picture is worth a thousand words... maybe more. The Financial Road Map® takes what's most important to them and puts it on one single piece of paper in a way that is aligned with the flow of time. Husbands and wives see their values side-by-side on the values staircases, their goals are clearly defined with target dates, specific amounts of money, and the positive reasons these goals are a priority have been expressed. Also, there is simple summary of their current financial reality.

Once equipped with a Financial Road Map®, most people feel as though they have never been better equipped to make smart choices about their money so they can achieve their goals and fulfill their values.

A visual tool, like the Financial Road Map®, is very important because most Financial Advisors are much too linear and tend to way, way... WAY over-explain financial concepts, financial products, and financial services. The Financial Road Map® makes the whole idea of having a financial plan and a relationship with a Trusted Advisor, to create and implement that plan, much easier to understand ---- for the client.

When I wrote the Values-Based Financial Planning™ book I asked the practitioners of Values-Based Financial Planning™ to ask their clients to describe their experience with the Financial Road Map®, some of which were published in the book. Comments like this one from Jerry Mercer were common, "The Financial Road Map® concept is ideal for the serious investor. Being able to compare our holdings with our needs has led my wife, Ruth, and I to a financial plan that gives us peace of mind and maximum control of our funds. Our Financial Road Map® is a terrific tool for managing our future."

The clients love the Financial Road Map® and so do Advisors who learn to facilitate the quality experience described above. What's in it for you?

Delivering the Financial Road Map® experience gives you a process to make a strong human connection in less than an hour. During the Financial Road Map® interview your prospective clients talk for most of that hour giving you the opportunity to make an intelligent choice about whether or not you want to invite them to join your Ideal Client Community. Done properly, they learn that you really care about them as humans and that you are trustworthy.

This is very important because a huge career mistake made by most Financial Advisors is not being more discriminating about who they accept as clients in the first place. Most Financial Advisors end up, after years of working hard to build a business, with only a handful of truly Ideal Clients. We call this a dumb business. Look at the cold hard facts of life for most Financial Advisors, even before the recent economic problems: they work too many hours, for not enough money, with too much liability for the reward. This is at the root of why so many who enter the financial services business fail and most who "make it" past the first several years look a lot more like mediocrity than success.

How much more successful would you be if you were skilled at conducting an interview where, in less than an hour, people hire you to write a plan, want you to be their Advisor for all of their financial affairs, entrust you with all of their money, act on your advice, and refer you to others for the same service?

That's the impact the Financial Road Map® is having for other Financial Advisors and it can do the same for you.

Using the Financial Road Map® and building an Ideal Client Community by referral only on the Values-Based Financial Planning™ platform will enable you to have your Ideal Life in 4 years or less. It's the ultimate client-centered win / win and it's how we train Financial Advisors to build an Ideal Client Community by referral only in 4 years or less.

If you have not done so already, contact us to schedule your complimentary Success Road Map interview with one of our Accountability Coaches today.

Remember, it's a great time to be a Financial Advisor!

Keep moving forward,

Bill







Bill Bachrach, CSP, CPAE (Speaker Hall of Fame)
Chairman & CEO; Bachrach & Associates, Inc.
Author: Values-Based Financial Planning & High Trust Leadership
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Contact Anne Bachrach at the Financial Services Speakers Network at anne@fsspeakers.net to schedule Bill Bachrach to speak at your next meeting or conference.

FPA Don't miss Bill's presentations at the 2009 FPA Convention October 10th-13th in Anaheim, California. click here to register.
Sunday, October 11, 8:15 a.m. - 9:30 a.m.
High-Trust Leadership: Thinking and Acting Like the CEO of a Financial Planning Firm click here
Monday, October 12, 10:00 a.m. - 11:45 a.m.
Roadmap to Success: Speaking the Language of Trust !RMS at FPA!

Be sure to visit us at Exhibit Booth # 527/626.

Financial Advisor Magazine Bill will also be presenting at the Financial Advisor Symposium November 11th in Orlando, Florida. click here to register.
Monday, November 9, 2:30 p.m. - 3:30 p.m.

How to Build and Maintain Client Trust Through All Economic Cycles click here


Anne Bachrach: 3 Steps to Achieving Your Goals Sooner, Rather than Later
It's so easy to set goals in life. How many people actually take the time to set specific life goals? Not many of us, is my guess. You want to make more money. You want to enjoy more productive relationships with friends and acquaintances. You want to make a difference in the lives of others. You want more to be a successful Financial Advisor, if you aren't already. While these goals are admirable, they are also very broad. Most people fantasize about being rich, famous, and well liked. However, these are not necessarily goals.

Step 1: Know the Difference between Dreaming and Doing

When a Financial Advisor claims that making a lot of money is his or her "goal", they are not truly seeing the future. An Advisor that is motivated to achieve a goal does not think in terms of failure and winning. (As in, I failed at becoming a millionaire. So it’s not meant to be). Rather, this person follows a set path towards their or their final destination. To the successful Advisor, succeeding in life is a daily responsibility, one full of setbacks and solutions. The successful Advisor doesn't merely think in terms of "becoming rich" overnight. They study the path towards having a successful practice and financial freedom, as handed down by others, and create a feasible and specific plan to increase their profit through the years.

Step 2: Set 'Stretch' Goals

Achieving one's vision of success depends upon the setting and completion of 'stretch' goals. A stretch goal is a realistic goal with a little more added to it for it to be a stretch. I think stretch goals are a little more motivating and inspiring than goals that are 'realistic'. Stretch goals do not follow someone else's idea of success, but only your own. You know where you want to be as a successful Advisor, so begin by creating an action plan that helps you focus on the highest payoff activities that puts you in the best position to achieve your stretch goals. Set your goals on a long-term and short-term basis and work your way down to weekly goals. It is easier to take smaller steps than trying to focus on one big goal or many big goals.

As you reach milestones along the way, your self-confidence increases and the ultimate objective becomes clear. You are no longer confused about what action you should take. You don't start projects and stop them; rather you channel your enthusiasm and passion in one specific area, moving closer to the desired result. Along the way, you learn to prioritize your time, as setting specific goals helps you to avoid unproductive actions. When you apply your energy and resources to your goals, you are able to accomplish more in a few short years than most people will ever do in one whole lifetime. When you set your own goals you are given total power over your life. You don't want to surrender your time and energy to the will of others, as if to subject to someone else's control.

Step 3: Don't Procrastinate

The successful Advisor doesn't typically procrastinate or procrastinate often. Some have stated that dreaming or wishing is actually a form of procrastination, especially if no goals are being set to achieve a dream. Once you have created an action plan, you have no reason to delay taking certain action. You may find that once you start to put your plan into effect that your outlook on life may change. When you have specific goals in mind and keep a positive perspective, you start to achieve more things in life. You may use other's achievements as a guideline; however, you choose your own goals based on where you want to be and by when you want to be there. Don't ever let anyone tell you that you can't do something or hold you back from achieving your goals and desires.

What is the difference between dreamers and doers? Dreamers usually spend a great deal of their life whining and wishing things were different. Doers go after what they want, in essence, adapting to a system to prolong their life and prosperity. Doers create their future. Jim Cathcart says, "Dreamers stay stagnant and blame others for their lack of progress". Are you a dreamer or a doer?

If you're looking for a cost-effective way to gain a competitive advantage to achieve your goals in the current economy click here to learn more about joining Anne Bachrach's 90-Day Goal Achievement Coaching Program.

Anne M. Bachrach is the author of the book, Excuses Don't Count; Results Rule!. She has 23 years of experience training and coaching. Anne helps financial professionals keep and get more clients while maintaining balance in their life. Through her proven systems, she inspires Advisors to stay focused and take action on the highest payoff activities that lead to their ultimate professional and personal success. Take advantage of the many complimentary resources on her website (www.AccountabilityCoach.com) and subscribe to her blog (!Anne's Blog!).
Mark Little: "I don't feel qualified to offer comprehensive financial services"
In one way or another, Financial Advisors often convey a lack of confidence in their own ability to "deliver upon" fully comprehensive financial services, even following the practice management platform we support. The issue comes up in different forms, but often shows up in questions to me about spending more of their time developing their professional skills before attempting to build a Deliverables Team to deliver comprehensive financial services. Just this week, I had an Advisor ask me this question and thought I would share my response.

FINANCIAL ADVISOR: Mark, I really feel I need to finish my CFP® before promising comprehensive financial services to my clients.

MY RESPONSE: I'll try not to be flippant here (can you hear me restraining myself?). Ok… here it goes… It makes more sense for a Trusted Advisor to hire and orchestrate the efforts of a CFP® than to become one. It is always easier to seek out an expert than it is to become one.

The term "expert" is an overused and undefined one. Which is why I often site that Malcolm Gladwell, in his book Outliers, defines an expert as someone who has devoted a minimum of 10,000 hours to becoming skilled in a single narrow field, such as; tax accounting, estate planning, money management, or financial planning. Gladwell's definition is as good as any and makes sense to me the way he lays it out in his book. So, my point is that it is easier to identify and recruit an expert financial planner who has devoted 10,000 hours of their life to perfecting their financial planning skills, than it is to study and sit for the CFP® exam and then put in the "10,000 hours required" to become the Financial Planner that your Ideal Clients deserve. I apologize if I'm derailing a lifelong goal, but candidly if your aspiration is to be a Trusted Advisor orchestrating fully comprehensive financial services, you can hire fifty spectacular financial planners in the time it would take to become one.

The fork in the road for you, inwardly, is to find what gives you professional joy. Perhaps you have decided that, rather than become a Trusted Advisor tasked with orchestrating, leading, and managing a Deliverables Team Member of Subject Matter Experts, you would rather become a member of a Deliverables Team, and seek out Advisors needing your financial planning services some day. If you've come to this conclusion, then great! You can still earn a respectable income while you are investing those 10,000 hours necessary to become skilled enough to advise Ideal Clients.

Over the years I've heard Advisors we work with argue that by getting their CFP® designation, it is "professional development" which could help them be better at overseeing the financial planner on their Deliverables Team. No question. Hard to argue against this and it certainly is true. My point is that a CFP® is but one member of your Deliverables Team. So, why not get your CPA designation with a goal of focusing on tax law? Then, while you're at it go to law school with the goal of someday becoming state board certified in estate planning. You could also seek the prestigious, and very tough, Chartered Financial Analyst (CFA) designation to better oversee your Money Management Deliverables Team Members. Or, how about getting an MBA and write your thesis dissecting every kind of insurance that exists on the planet? You would then be better able to watch over your Insurance Subject Matter Experts. Before you know it you’re a one-man-band again. The beauty of delegating is you don't have to spend the time learning all that stuff, which is the whole point. Your biggest job is the due diligence required to ensure that the expert you're acquiring is truly skilled and worthy of trust, the rest is easy. You just rely on their vast experience.

As my friend Bill Bachrach puts it, we delegate like this all the time. Every time we flip on a light switch we're standing on the shoulders of giants. Can we honestly say that we fully grasp how water from the Colorado River moves through a dam, that was built during the depths of the great depression, to reliably producing light in my living room? Aaaah No! How about DVD's? Do you really understand the science behind how that shiny disc (rented for $1) can display a movie which cost $20 million onto a vast plasma screen TV (also in my living room)? Aaaah No! I could not tell you how planes fly or how satellite radios work or even how FedEx consistently gets my packages half way around the world in a day. Yet, I use and trust these all the time.

There is a University in South Texas which offers a PhD in Leadership. If you had a mind to increase your skills, it would seem to me that orchestrating; 5–7 Best-in-Class Deliverables Team Members, 3 Administrative Subject Matter Experts, and ultimately holding somewhere between 75–150 Ideal Clients accountable, requires more in the way of leadership skills than anything else.

So it's not that pursuing your CFP® designation is a bad use of time, the question is whether it is the best use of your limited time. If your three primary priorities are 1. Serving your Existing Clients, 2. Acquiring new Ideal Clients, and 3. Building, orchestrating and leading your Best-in-Class Deliverables Team, then wouldn't your time be better spent on those high-payoff activities? Rather than pursing any letters or designations after your name right now? I can tell you from personal experience that once you have 75 – 150 Ideal Clients paying you a predictable recurring annual revenue of somewhere between $500,000 - $2,000,000/year (depending upon your goal), you'll have plenty of time to pursue any personal development program you wish. That is, if you invest your time now putting an extraordinary “well-oiled” set of systems run by experts into place.

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To learn more about how to delegate the coordination of your client deliverables to your Deliverables Team, you can sign up for "The Kate Wilson Case-Study" at no charge at http://trustedadvisortoolkit.com/. Mark McKenna Little is a speaker, author and Trusted Advisor who began implementing Values-Based Financial Planning® in 1999.
Tom Voccola: Relationships II: To Control or Engage?
Part 7 of a continuing series on CEOing and the Values Based Financial Advisor.

As soon as you begin to think about having any kind of relationship in your life, you will be faced with the choice to control or engage others. This is true for your friends, family and of course, your employees.

Controlling things is a natural human tendency to keep things predictable. No one likes surprises, especially on the job, and so some owners, entrepreneurs and managers can be pretty insistent on having it done "their way" or, well, you know, something about the highway. The thought here, I suppose, is to frighten people into performance. Yet according to The Gallup Organization, a research firm that has tracked good and bad engagement practices for the past decade, these kinds of ego driven approaches have resulted in 74% of our managers being disengaged: not growing themselves, their people or their company.

Now, I have nothing against firing people for non-performance. But as leaders our charge is to grow and engage people, and so far there has been precious little in the management conversation about how to actually do it. So let's take a closer look at what it takes to engage people and let's begin with a basic definition of what it means to be engaged.

Engage (verb) – 1. to employ or hire

Well that's not very engaging! It says people are engaged if they are simply employed or hired. Is there a more empowering definition of engagement? Yes, there is. Here's our definition of engaged after asking over 3000 people what it meant to them to be engaged. See if you can relate to what they told us.

To be engaged is to feel...

• Part of something meaningful
• Challenged with respect
• Appreciated for my contribution
• Responsible for the outcome


The key to being engaged is how we feel about what we are doing. Given what we learned in the BEAR Model, (Beliefs > Emotions > Actions > Results) we know that how we feel depends upon what we believe. So what does the average employee believe about the workplace, exactly?

The work force currently believes: (Source: Dilbert Comic Strip)

• Bosses are idiots
• Employees are helpless and hopeless


Now these beliefs are not universally true, of course, but not being true has nothing to do with whether it's believed or not or that it won't affect performance. As leaders, knowing exactly how to uncover and then shift limiting beliefs into empowering ones is critical to begin the journey to a fully engaged workforce. Stay tuned as we explore how to uncover what's really driving your people and your clients.

Next month: Creating a Game worth Playing.
Copyright 2009 Thomas A. Voccola. All rights reserved.

Entrepreneur, speaker, author and CEO Guide, Tom Voccola is the CEO of CEO2, a Chief Executive Consulting Firm specializing in the rapid transformation of corporate and organizational cultures. Tom is the co-founder and past Chairman of the Los Angeles area CEO Round Table for the American Electronics Association, and the author of The Accidental CEO – A Leader’s Journey from Ego to Purpose. His life's work is to inspire a new generation of leaders who transcend ego and its fear based agenda. His work gives executives immediate and authentic access to new levels of power, influence and freedom within their organizations.


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(c) 2009 Bachrach & Associates, Inc.
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The following are registered and trademarked and intellectual property of Bachrach & Associates, Inc.: Financial Road Map®, Success Road Map®, Values-Based Selling®, Values-Based Selling® Academy, Values-Based Selling® Academy 2, Trusted Advisor Coach®, Values-Based Financial Planning™, Being Done™, Values-Based Financial Professional™, The Values Conversation™, High-Trust Leadership™ and The Quality of Life Enhancer™. All rights reserved.