Below are the questions I hear most often. If you have another, let me know.

I’d like to explore bringing you in. Do you have a third-party sponsor? What does a typical day look like?

I do most of my training sessions and client events with sponsorship. Usually I bring in a preferred sponsor I have a relationship with, but sometimes the advisor or sales manager arranges for the sponsor. A typical day usually includes multiple sessions — for example, a general session for FAs and admins, then a customized team session for top producers, and a client event in the evening.  

What makes your content different from other speakers?

Advisors are tired of portfolio managers and economists talking about the markets. My content is different. It focuses on the most important thing for living a happy life and building a high-performing team. It’s engaging and personal, but also directly applicable to the real challenges of life in production. We’ve broken attendance records in dozens of advisor and client events because people truly care about this, and they are grateful for it.

What do your team sessions involve?

Your greatest asset is not your book of clients, or your Barron’s status, or your financial acumen and charm. Your greatest asset is your team, and the key ingredient in high-performing teams is psychological safety, where associates and partners trust each other deeply and can surface differences of opinions frequently and constructively. Most teams don’t do this — instead, everyone puts their head down to get their own work done, and interpersonal issues are swept under the rug. People work with a sense of frustration and blame, and the energy they have for clients and growth is sapped.

This is normal in the sense that it’s incredibly common — no one teaches advisors how to develop their team as their business grows — but it’s not inevitable. If you aspire to build a truly high-performing team, we begin with an anonymous survey to show you where the team’s growth opportunities are. You learn a simple process to transform friction across your team into insight and flow. This is a big step forward in maturity, self-awareness, and team trust. But it’s just the first step. The real benefit comes from continuing this over time as part of a committed effort to build something bigger and more rewarding than any individual contributor. I help teams do this in a practical, non-threatening way with a combination of live and virtual training.

How long is each training session?

Typical intro sessions for advisors, associates, and clients are 75 minutes. Team intro sessions are 2 hours.

I saw you at a corporate event and want my family to learn this. How can they?

They can read my book, The Myth of Stress or they can join my online training site, the Resilience Academy.

Do you offer 1:1 coaching?

Sometimes. You can read about it here.

Isn’t stress normal? Doesn’t it motivate me as a Financial Advisor?

We often confuse stress and stimulation. Stimulation, like setting goals and tracking your activities, can be motivating. But stress is not a motivator. If you’re successful and stressed out, you’re succeeding in spite of your stress, not because of it. The best producers experience something called flow, where there’s great activity but no stress. If you really want to perform at a high level and sustain it, you want less stress and more flow. I help make this more practical, especially for Type A advisors with short attention spans.

I’m a Complex Manager/Market Executive. Given all the changes taking place, isn’t my job inherently stress producing?

No. Even with the DOL, regulatory pressure, resistant advisors, the threat of big producers leaving, and home office leadership breathing down your neck, your job isn’t producing your stress. Your thoughts about your job are producing your stress. There are managers right now with the same challenges who are sleeping well at night (without Johnnie Walker). The idea that your stress is being caused by your KPIs is a huge liability that prevents you from being happier at home and from managing your people more effectively. And it’s much harder for your advisors to stay clear-headed and positive in the face of change if you’re not good at it yourself.

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