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SUMMER READING LIST OF “BEST BOOKS” FOR FINANCIAL ADVISORS – 2024 EDITION
June 10, 2024 07:02 am 0 Comments CATEGORY: Personal/Career Development
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Table of Contents Navigation
Executive Summary10X Is Easier Than 2XHow Women RiseSupercommunicatorsThe
Language Of ReferralsThe Advisor TransformationThe 2nd In CommandThe Founder’s
DilemmasExtreme OwnershipThe 5 Dysfunctions Of A TeamThe 80/80 MarriageHidden
PotentialOutlive
EXECUTIVE SUMMARY
The first half of 2024 has been a solid start for most advisory firms, with
markets enjoying moderate growth (a pleasant follow-through after a particularly
strong 2023!), client retention rates remaining robust, and at least a bit of
client referral growth trickling in. Which is leading to healthy profit margins
at the typical advisory firm, as more and more advisors eye the possibility that
AI will produce even more business efficiencies (and stronger profitability) in
the year to come. Fortunately, change never happens fast in the slow but steady
evolution of the advisor industry, which affords advisory firms the time to
pause and take a fresh look at the landscape of opportunities.
In this context, the approaching summer season will once again bring its usual
respite – a time when most advisors take more time off (if only because clients
are harder to pin down for summer meetings, especially as post-pandemic summer
vacations away from home are back in full swing)… and find some time to read and
catch up on a few good books!
For those who love to read, though (and especially for those who have limited
time and will only get to read just 1 or 2 books over the summer), the perennial
question is always, "So… what's a good book worth reading this summer?"
As a voracious reader myself, I've always been eager to hear suggestions from
others of great books to read, whether it's something new that's just come out
or an 'old classic' that I should go back and read (again or for the first
time!). And so, in the spirit of sharing, a few years ago I launched my list of
"Recommended (Book) Reading for Financial Advisors", and it was so well received
that in 2013 I also started sharing my annual "Summer Reading List" for
financial advisors of the best books I'd read in the preceding year. It quickly
became a perennial favorite on Nerd's Eye View, and so I've updated it
every year, with new lists of books in 2014, 2015, 2016, 2017, 2018, 2019, 2020,
2021, 2022, and a fresh round last year in 2023.
And now, I'm excited to share my latest Summer Reading list of top books for
financial advisors in 2024, from new perspectives on how to transform your
business into what you really want it to be (whether the goal is to "10X" the
business, scale up the systems and dial back your own time, or get your team
working together better), tactics to improve on client communication (from
scripts you can use to cultivate more referrals, to better connect with clients
and prospects as a "Supercommunicator"), ideas for reinvesting into your own
under-developed capabilities to tap your "Hidden Potential", or ways to take a
pause and consider how to improve your health and personal wellbeing (not just
the business).
So as the summer season and summer vacations get underway, I hope that you find
this suggested summer reading list of books for financial planners to be
helpful… and please do share your own suggestions in the comments at the end of
the article about the best books you've read over the past year as well!
AUTHORS:
MICHAEL KITCES
Team Kitces
Michael Kitces is Head of Planning Strategy at Buckingham Strategic Wealth,
which provides an evidence-based approach to private wealth management for near-
and current retirees, and Buckingham Strategic Partners, a turnkey wealth
management services provider supporting thousands of independent financial
advisors through the scaling phase of growth.
In addition, he is a co-founder of the XY Planning Network, AdvicePay,
fpPathfinder, and New Planner Recruiting, the former Practitioner Editor of the
Journal of Financial Planning, the host of the Financial Advisor Success
podcast, and the publisher of the popular financial planning industry blog
Nerd’s Eye View through his website Kitces.com, dedicated to advancing knowledge
in financial planning. In 2010, Michael was recognized with one of the FPA’s
“Heart of Financial Planning” awards for his dedication and work in advancing
the profession.
Read all of Michael’s articles here.
+ Read More +
SYDNEY SQUIRES
Team Kitces
Sydney Squires is Managing Editor at Kitces.com, where she spends her time
building and maintaining the publishing process for all things Nerd’s Eye View.
When she joined the Kitces team, she made the jump from children’s publishing to
financial education. She has managed the production processes and media
lifecycles for organizations on a global scale and has had the opportunity to
work with talented writers all around the world as a manager, editor,
interviewer, and coach in her career journey.
Outside of work, you can usually find her on a tennis court.
Read more of Sydney’s articles here.
+ Read More +
ADAM VAN DEUSEN, CFP
Team Kitces
Adam is a Financial Planning Nerd at Kitces.com. He previously worked at a
financial planning firm in Bethesda, Maryland, and as a journalist covering the
banking and insurance industries. Outside of work, he serves as a volunteer
financial planner and class instructor for local and national non-profits.
Read more of Adam’s articles here.
+ Read More +
10X IS EASIER THAN 2X: HOW WORLD-CLASS ENTREPRENEURS ACHIEVE MORE BY DOING LESS
Michael's Recommendation
(Dan Sullivan & Benjamin Hardy)
Advisory firms can grow to a remarkable size and scale over time, as some
founder-led firms have grown to billions of assets under management and tens of
millions of revenue by doing little more than 'just' marketing their advisory
services to their ideal clientele, serving those clients well, and getting
referred to more similar clients. For which organic growth rates plus market
growth can quickly add up to 15% – 20% annualized growth rates… doubling the
advisory firm every 4 to 5 years.
The good news is that doubling a business every 5 years or so can be
‘manageable’… growth creates new challenges, but a 5-year time horizon is long
enough that team members can learn and develop new skills to be able to move up
in the growing organization. There is a constant stream of change, but the
changes are incremental enough to be tackled one at a time. The bad news,
though, is that eventually, the organization can grow so large – after 15 to 20
years, a consecutive series of 2X growth stints produces an organization that is
10X the size – that incremental thinking turns from an asset to a liability,
where the proverbial frog in the boiling pot phenomenon means that the firm
fails to realize that “what got you here won’t get you there”.
So what’s the alternative? As authors Ben Hardy and Dan Sullivan suggest in “10X
Is Easier Than 2X”, the key is to focus on what it would really take to 10X in
the first place. Because the reality is that in order to 10X from where we are –
wherever we are – it’s not really feasible to get there incrementally. Whether
we’re going from 3 team members to 30 or from 10 team members to 100+, going so
far as to 10X an organization means nearly everything you’re currently doing
will break and have to be re-created. Which provides a powerful opportunity to
get clear about what really matters and is core to the long-term success of the
business – something that the company will 'have to' figure out in order to
succeed.
For instance, an advisory firm that has 2 advisors and wants to double will need
to hire another advisor or two in the next 5 years; a firm that plans to 10X
needs to build a hiring system to attract and retain the next 18 advisors. An
advisory firm where the founder has grown to 100 clients and wants to double can
hire an associate advisor to transition those clients to in order to free up the
capacity for the next 100; a firm that plans to 10X needs to build a marketing
team to bring in the next 900 clients (far more growth than the founder alone
could ever shoulder!). In other words, 10X thinking forces a fundamentally
different mindset about how to solve growth challenges (a hiring system and a
marketing team) than pursuing the ongoing path of incremental growth (the next
advisor hire, the next ops associate, etc.).
The biggest caveat to the book, though, is that in the end, 10X is arguably no
easier than 2X; it just creates a different host of challenges, from visioning
larger-scale solves for future business needs to an incredibly difficult
re-wiring of the founder’s own identity (if you want to 10X the business, it
will need a full-time CEO… are you ready to cede control to one, or relinquish
all of your own clients and stop being a “financial advisor” so you can be the
“advisory firm CEO” the business needs you to be instead?).
And so, in the end, 10X may not really be easier than 2X. But for those who do
aspire to 10X levels of growth, it's definitely easier to get there with a 10X
thinking mindset, than by trying to string together a series of 2X growth cycles
to get there more incrementally over time.
HOW WOMEN RISE: BREAK THE 12 HABITS HOLDING YOU BACK FROM YOUR NEXT RAISE,
PROMOTION, OR JOB
Sydney's Recommendation
(Sally Helgesen & Marshall Goldsmith)
It’s no secret that women make up a minority within the financial services
industry (e.g., only about 24% of CFP professionals are female), and many women
have at least one story about a scenario, incident, or careless remark that made
them feel ‘othered’ or ‘less than’. And while no one, male or female, makes it
to ‘the top’ in leadership or the financial advice industry without deep
competence and knowledge, women also face unique barriers, particularly in the
social scripts engrained since birth, that can make it difficult to rise to and
thrive in leadership.
In "How Women Rise", Sally Helgesen takes the framework originally laid out in
Marshall Goldsmith’s "What Got You Here Won’t Get You There" – in which
Goldsmith tackles 20 different habits that hold leaders back from getting
themselves and their teams to the next level – and discusses 12 different habits
that women typically exhibit that may hold them back (since Helgesen and
Goldsmith found that, upon closer examination of "What Got You Here Won’t Get
You There", female leaders often faced a different set of habits and setbacks
than “leaders” in the original book).
Helgesen notes that a part of why these habits proliferate in the first place is
because women have been rewarded for exhibiting certain behaviors while being
penalized for others – for example, 1 habit details how women are often
reluctant to claim credit for their achievements compared to their male peers.
Instead, they are more likely to either share recognition or not call attention
to their achievements at all. In this scenario, there is certainly a lot to
unpack around how 'ambitious' women can often be penalized, but Helgesen focuses
on how women can recognize and overcome this habit on an individual scale,
making the point that managers and executives won’t be able to see (or reward!)
what’s not on their radars, and gives an actionable framework for those who
struggle with this particular tendency.
Helgesen details several scenarios for each of the 12 habits, including ones
that many women in leadership will likely resonate with – such as being the only
woman in the room or being subject to an unfair double standard for how they may
behave – and discusses the different scenarios with both curiosity and
compassion. She encourages women to focus on what they can control and on
finding small, incremental opportunities for improvement.
These habits may manifest in different ways for female advisors or women within
the financial advice industry as they either lead a firm, give advice to
clients, or are starting their careers. For example, Helgesen points to
“minimizing” either oneself or one’s authority (Habit 9) for anyone who has ever
been a chronic apologizer or downplayed their own knowledge – or, conversely,
overvaluing the authority and expertise of others (Habit 3) and being reluctant
to raise one’s hand and take the risks needed to accumulate that authority
themselves. Notably, it’s unlikely anyone will have all 12 habits (since several
of them contradict), but "How Women Rise" can give a solid framework to
recognize and articulate the different socialization factors at play that many
women (and men) face, and an approachable strategy toward improvement for women
to continue evolving professionally and keep their careers moving forward!
SUPERCOMMUNICATORS: HOW TO UNLOCK THE SECRET LANGUAGE OF CONNECTION
Michael's Recommendation
(Charles Duhigg)
One of the most fundamental challenges in the financial advice business is that
the advice itself is largely useless unless the person receiving it actually
acts upon (i.e., 'takes') the advice; moreover, most financial advisors don’t
even get the chance to be advice-givers until they can convince someone to pay
them for it. And because human beings can be emotional, irrational, and
unreceptive to financial (or other) advice, it’s not enough to simply 'know the
answers' when providing financial advice; advisors also have to be able to
communicate and build rapport with prospects and clients around that advice,
too.
As a result, communication between financial advisors and their clients can be
quite complex. Sometimes clients want to simply be guided on what to do. Other
times they may ask for the advice but seem oddly resistant to taking it once
received. And in other cases, clients just want a chance to vent and hear that
they’re going to be OK, and beyond that don’t actually need any concrete advice
at all.
The good news, though, is that these dynamics are quite navigable. As Charles
Duhigg (of “The Power of Habit” and “Smart Faster Better”) highlights in his
latest book, "Supercommunicators", these challenges arise from the concept that
there are 3 different types of conversations that humans engage in, each with
its own unique motivation: a practical decision-making conversation that Duhigg
calls a “What’s This Really About?” discussion; a more “How Do We Feel?”
emotional conversation; or a “Who Are We?” discussion about our identity and the
social dynamics around us.
For example, in the parody “It’s Not About The Nail”, a couple struggles to
connect in their conversation; while one is trying to solve the problem (a
“What’s This Really About?” discussion), the other is seeking empathy for their
emotional state (a “How Do We Feel?” conversation)… which notably mirrors a lot
of client conversations in volatile markets where advisors bring up the logic of
how volatility is often temporary while the client seeks emotional empathy
because they’re scared (not because they’re looking for solutions). Or the
advisor-client conversation where the advisor recommends the client stop
providing so much support to the children so the client can shore up their own
retirement, but the client’s perspective is based on their identity as parents
first and future retirees second, which means the path they’re taking is the
most 'rational' despite the risk to their own financial wellbeing during
retirement.
Duhigg’s review of the research finds that the most effective communicators are
the ones who can most readily identify which of the 3 conversations they’re
having and be able to navigate between them (as, in practice, the nature of the
conversation can change between the 3 as the discussion itself progresses); from
the other person’s perspective, those we tend to feel most in sync with are the
people who are most effective at matching themselves to the conversation they’re
trying to have. Which makes Duhigg’s "Supercommunicators" especially helpful as
a framework to more effectively identify and understand the answer to the
question, “What kind of conversation are we actually having?”, offering valuable
tips along the way about how to be the most effective conversation partner for
each type of conversation.
THE LANGUAGE OF REFERRALS: THE WORDS & SCRIPTS FINANCIAL PROFESSIONALS USE TO
GAIN MORE IDEAL CLIENTS
Michael's Recommendation
(Bill Cates)
Virtually every financial advisor grows with referrals from existing clients;
according to the latest Kitces Research on Advisor Marketing, a whopping 93% of
financial advisors got a new client from a referral in the preceding year (and
ostensibly, most of the remaining 7% were either simply closed to taking any new
clients because they were already a mature practice at capacity, or were so new
they literally didn’t have any existing clients yet to refer them!). For many
financial advisors, this forms the foundation of their entire growth strategy:
serve clients so well that the quality and outcomes speak for themselves so that
those clients inevitably tell family, friends, or business colleagues, leading
to referrals that start rolling in.
Yet the caveat is that while virtually every advisory firm grows from client
referrals, most financial advisors are not fully satisfied with the volume of
referrals they get relative to their growth goals. Kitces Research suggests that
this is why the fastest-growing firms tend to rely on referrals the least and,
for many advisory firms, the reason they generate the bulk of their growth from
referrals is simply because they don’t engage in any other substantive marketing
efforts in the first place (such that a passive flow of referrals is all that
could possibly come in). Which raises the general question from advisors: What
can we do to get more referrals from clients?
The answer, according to advisor coach Bill Cates, is simply this: Ask them. And
in coalescing nearly 30 years of experience coaching advisors on how to more
effectively ask for referrals, Cates’ latest book, "The Language Of Referrals",
delves into exactly how to do this, with sample scripts that advisors can build
upon and adapt to their style, and examples of referral conversations with
clients to show how to navigate potentially awkward moments that might arise
(e.g., with clients who don’t want to talk about referrals because they had a
bad experience with a referral to another professional in their past).
Notably, Cates’ methodology does not simply go straight to the “ask for
referrals” suggestion with clients. Instead, it’s built around what he calls the
"V-I-P-S" methodology – start the conversation by asking about what Value the
client feels they receive from the relationship, treat the conversation with
Importance (if you really believe in the value of the work you do, there’s
nothing wrong with consciously creating some space at the end of the meeting to
have the conversation), ask for Permission to brainstorm (around people they
know who might be a good fit), and then Suggest either names (I’d like to meet
your business partner, John) or categories (I’ve helped you navigate through
your tough divorce over the past 2 years; do you know any other divorcées who
might benefit from the services I provide?). All of which builds up to asking
not for generic “referrals” to people the client knows, but instead for concrete
introductions to particular people who would have a need and reason to explore
the advisor's services.
Ultimately, some advisors will still feel uncomfortable about asking for
referrals because of the potential objections that arise from some clients (and
while Cates provides scripts and guidance to navigate these situations
gracefully, the fact that he has to also accentuates that the issue is there)
and may instead opt for Stephen Wershing’s alternative approach to not ask for
referrals (from his book "Stop Asking For Referrals"), built around making
yourself more specialized so you’re more naturally referrable in the first
place. Though, in the end, both books highlight how the best and easiest
referrals tend to come when the advisor is very clear on who they serve best so
that clients more readily understand the right kind of person to refer, or when
the advisor can be more explicit about asking for introductions to specific
people the client knows would be a good fit… so that everybody wins!
THE ADVISOR TRANSFORMATION: THE ULTIMATE GUIDE TO GROWTH, FREEDOM, AND JOY FOR
FINANCIAL ADVISORS
Michael's Recommendation
(Shawn Sparks)
When advisory firms first get started, there’s very little that the advisor can
actually control. They can promote their services, but they can’t make people
reach out to learn more. They can explain their services to prospects who do
reach out, but they can’t make them agree to engage the firm. Fortunately, the
proverbial “Game Of Numbers” means that if advisors are in touch with enough
prospects (and get enough “no’s”), inevitably some percentage of those prospects
will decide to say “yes” and become clients. And because the one thing we can
control is the amount of activity we engage in, we can expect that the higher
the volume of growth activities, the greater the number of clients we can
eventually get.
However, while focusing on activity – and the connection that
more-activity-equals-more-dollars – may be a remarkably effective way to drive
results in the early years of a practice, it can eventually become problematic
as the practice matures. Because there are only so many hours in the day and
week, advisors are limited to engaging in only so many hours of total activity,
and as they accumulate more clients, they have less time to grow (or even
manage) the business. Such that trying to cram in more time on top of that, like
pushing the tachometer of a car, can result in something that goes very fast but
that potentially causes permanent damage if too much time is spent 'redlining'
the engine as it overheats.
In his book “The Advisor Transformation”, advisor coach Shawn Sparks explores
how advisors who are hitting the “red line of success” (high income that comes
at the cost of being a slave to the business with little time for self and
family, or stagnation because there are just no more hours to put in more
activity to grow more income) can begin to scale the business beyond being so
reliant on themselves in an effort to unlock higher income and more personal
freedom.
What follows is a framework that Sparks discusses through 5 core principles to
scale, starting with Vision (are you clear on what you really could, would, and
want to build that goes beyond yourself?), then turning to Operations (which
starts with getting clear on what your time is worth, which both clarifies what
to delegate first and provides some clarity about the financial incentives to do
so), followed by Marketing (you can’t scale the business beyond yourself until
you create marketing systems that go beyond the limits of your personal activity
and capacity and differentiate your firm from all the other advisors doing the
same), then Sales (by separating 'selling advisors' from 'service advisors' and
then creating a repeatable sales process all the selling advisors can follow),
and finally Culture (if you want to keep the team that grows around you to scale
the business, you need to create and protect a culture they want to be a part
of!).
Of course, the reality is that such business strategies are far easier said than
done, but Sparks’ “Advisor Transformation” is notable in its outright
acknowledgment of how hard it is to engage in these kinds of changes, and the
abundance of examples describing how other advisors have navigated (or struggled
with) each of these domains and what helped them change their mindset and
tactics to get over the hump. In fact, there are so many nuances of applying
these scaling tactics effectively that, for advisors actually going through the
change, “Advisor Transformation” is a book worth reading more than once for
those figuring out how to keep improving along the way!
THE 2ND IN COMMAND: UNLEASH THE POWER OF YOUR COO
Michael's Recommendation
(Cameron Herold)
Founding visionaries tend to get the bulk of the visibility and fame in the
business world, but the reality is that it takes more than just a visionary
founder to build a business. Not only because it simply takes more people to do
the work of the business than literally just the founder, but also because the
full scope and complexity of a sizable and growing business requires a wider
range of talents than any one leader can possess. As the saying goes, “If you
want to go fast, go alone; if you want to go far, go together.”
In practice, this is why businesses typically form leadership teams as they
grow, implementing a number of fairly standardized functions and roles,
including someone to lead marketing and sales efforts (e.g., a Chief Marketing
Officer) and someone to lead the service or product of the business (e.g., a
Chief Technology Officer, or in the case of an advisory firm, a leader of the
advisory and investment teams). However, the more visionary the founder-CEO is,
the harder it will be for that person to translate their vision into an
organization of rising complexity, which often necessitates a Chief Operating
Officer (COO) to make the vision a reality and manage the team and resources
necessary to make it happen.
In “2nd In Command”, Cameron Herold explores both the potential impact and the
remarkably unique role of being a second-in-command COO to a founding visionary.
As a second-in-command himself at multiple organizations (most notably including
1-800-GOT-JUNK, which grew from $2M to more than $100M of revenue in under 10
years – nearly doubling the business every year!) and founder of the COO
Alliance, Herold explores the unique working relationship that CEOs and COOs
develop.
In fact, what’s particularly notable about the COO position is that what a
second-in-command needs to be successful is almost entirely defined by what the
visionary-CEO needs to complement their own skillsets in the first place. In
other words, while most other executive team roles (e.g., CMOs, CFOs) have
traditional role descriptions, the COO’s job description should be designed as a
complement to the CEO’s. Such that Herold highlights a number of different COO
archetypes, all crafted in the context of how they work with the CEO – from the
Executor (make the CEO’s vision happen!) to the Change Agent (the CEO needs my
leadership to actually turn this ship around), to the Mentor (you’ve scaled a
business like this before, show me the playbook) and the Other Half (do the
things the CEO isn’t capable of doing), the Partner (let’s co-lead together),
the Heir Apparent (someday, the CEO will be gone and this will be mine to
manage), and the MVP (the CEO has put me in this key position of authority
because they can’t afford to lose me!).
“The 2nd In Command” is written primarily for visionary founders, particularly
those who may be having trouble bringing their vision to fruition in the
business because their gift is seeing the opportunities, not rallying the team
and leading them to the execution that makes it happen… and they need a
second-in-command who can operationalize the vision to become a reality. With
the caveat that because every founding visionary is different, so too is every
COO, which means that while the right fit can be especially powerful,
visionaries still need to be prepared to do a lot of looking to find the right
one (though Herold’s book will certainly help founders crystallize what they’re
really looking for!).
Michael's Recommendation
THE FOUNDER’S DILEMMAS: ANTICIPATING AND AVOIDING THE PITFALLS THAT CAN SINK A
STARTUP
(Noam Wasserman)
The advisory industry has long positioned itself as one where financial advisors
have the opportunity to build a business for themselves, cultivating a business
where they attract and retain clients and profit from the services they provide.
Over the past 20 years, this has been further amplified by the rising shift to
independence, where advisors not only develop their own client base to serve and
be compensated for, but also literally own the underlying business entity that
can someday be sold for substantive enterprise value. Though the reality is that
many advisors don’t seek out independent channels just for the opportunity to
own their advisory business; they do so for the autonomy that comes with not
being beholden to an employer’s way of doing things, and the ability to decide
exactly how their clients will be served and how the business will be run.
However, the limiting factor is that an advisory firm can still only grow 'so
far' before the founder reaches their personal capacity and has to decide
whether to become a multi-advisor firm. Yet, at the point when they do, and when
the additional advisor(s) begin to grow their own books of business, a new
complexity emerges: how to ensure those advisors (and their growing slice of the
revenue pie) actually remain as part of the business. Which creates friction for
the founders of many independent advisory firms, when the whole purpose of going
'independent' was the autonomy to be able to choose the path and not be beholden
to anyone else… whether to an employer or a partner.
In “The Founder’s Dilemmas”, Noam Wasserman explores the issues and ‘dilemmas’
that founders face when they have to decide whether and how to share ownership.
Additionally, Wasserman shares how, as suggested by hundreds of fast-growth
private startups that were studied, the trade-off boils down to a decision about
whether the founder wants to be “king… or rich”. Finding that while exceptions
do apply, for the most part, founders who insist on retaining all the control
(i.e., being “king”) tend to limit their growth and, by not taking on capital
and/or partners that could help them get to the next level, end up owning a
whole smaller pie instead of a smaller slice of a much-larger pie (that would
have made them “rich(er)” instead).
Of course, the fact that the most successful fast-growth startups tended to
share equity and control beyond the founder does not automatically mean that
adding partners to the business will grow it larger. It’s still crucial to be
selective in choosing the right partners (and having a pathway to extricate
yourself more quickly if a selected partner turns out to be the wrong choice)
and determining the right time to introduce partners or key hires. To illustrate
this point, Wasserman shares anecdotal stories across a wide range of companies
– particularly in fast-growth sectors like technology and health sciences –
alongside his broader quantitative data set of private companies.
Notably, “Founder’s Dilemmas” is not written specifically for the financial
advisor industry, which tends not to have the level of hyper-fast growth that
occurs in some other industries (where Wasserman has focused his research), and
medium-growth service businesses like advisory firms don’t always face the same
dynamics. Nonetheless, the underlying principle of choosing between being “rich"
or being "king” – whether it’s more important to keep autonomy and control, even
at the risk that the business may not grow as large as it could have – is
arguably quite salient to individual capacity and the dilemma faced by financial
advisors of whether to introduce a partner. For which “Founder’s Dilemmas”
provides some helpful mental models to consider!
EXTREME OWNERSHIP: HOW U.S. NAVY SEALS LEAD AND WIN
Michael's Recommendation
(Jocko Willink & Leif Babin)
Financial advisory firms that build recurring revenue models, from assets under
management to subscription fees, tend to have sky-high retention rates… so high
that it’s a virtual inevitability that the financial advisor will eventually
reach personal capacity for the number of clients they can handle and then face
a crossroads decision: whether to maintain a solo practice that maximizes their
productivity as an individual advisor or to begin the process of expanding the
team into a multi-advisor firm.
The industry-standard answer to this crossroads has long been “hire more
advisors and build a team and keep expanding”; though in practice, while some
advisors relish the prospect of expansion (because they’re excited to grow and
develop a team), others simply don’t want to take this approach (and consciously
choose to remain solo practices), and many other advisors struggle with this
decision to varying degrees. Because ultimately, most financial advisors got
into the business in order to serve clients… not to be managers and leaders of
teams, which requires a whole new skill set to be learned in attracting,
training, developing, and retaining a great team.
In “Extreme Ownership”, authors Jocko Willink and Leif Babin set forth a series
of team leadership principles drawn from their experiences as leaders of Navy
SEAL Team 3 as it was deployed in Ramadi to fight against insurgents during the
Iraq War where they found that ultimately, the most effective SEAL team leaders
were the ones who took total responsibility (what they refer to as “extreme
ownership”) of everything that happened: the good and especially the bad.
Underlying this relatively straightforward philosophy – that leaders should take
responsibility for what happens with their teams – are several substantive and
meaningful leadership lessons (which the authors illustrate in the context of
SEAL Team 3’s various missions in Ramadi). For instance, team leaders often
express frustration when they get ‘stuck’ with a team that has poor performers;
an “Extreme Ownership” approach would instead say, “The poor performance of my
team is mine to own, so how am *I* going to change what I’m doing to improve the
outcome?” which might mean owning that the team leader needs to alter their
leadership approach, adjust their hiring process, or revisit how they give
feedback to team members. Because again, the whole point of “Extreme Ownership”
is that if the team isn’t working well, it’s the leader's responsibility to do
something about it to improve the situation!
Given this dynamic, what starts out as a book about how leaders should take
“extreme ownership” really turns into a discussion about how leaders need to
keep their egos in check and learn to take (and even seek out) constructive
criticism and feedback, because the path to greater success as a team leader is
about recognizing and accepting their responsibility to prioritize making
changes and improvements (even and often in themselves) for the benefit of the
team. Ideally, this accountability becomes part of the culture of the entire
organization; otherwise, as Willink frames it, “If substandard performance is
accepted and no one is held accountable… poor performance becomes the new
standard.” Which boils down to total responsibility that all starts with the
leader.
THE 5 DYSFUNCTIONS OF A TEAM: A LEADERSHIP FABLE
Sydney's Recommendation
(Patrick Lencioni)
Advisors who have been a part of a close-knit, functional, united team can
usually identify that their team is working well together, but can find it hard
to articulate what is actually being done differently that makes the team work
well. The same can be said, conversely, of a dysfunctional working environment
–those who are in one can usually express why it might feel bad and why nothing
is getting done, yet may still have a hard time determining why one team runs
effectively while another does not. Which is problematic when a team is
dysfunctional, because it’s often unclear what needs to be done to turn a
dysfunctional team into a healthy one!
In "The 5 Dysfunctions Of A Team", Patrick Lencioni outlines the 5 components of
a dysfunctional team. Which starts with an Absence Of Trust (when the team is
unwilling to be open with one another), leading to a Fear Of Conflict (if the
team can’t communicate openly, they can’t highlight problems they see that need
to be addressed), which results in a Lack Of Commitment (no one has buy-in at
this point!), culminating in Avoidance Of Accountability (“It’s not my fault, I
could have told you this was going to fail, but you didn’t want to hear it"),
and finally causes Inattention To Results (nothing seems to be getting done
around here… what gives!?).
In a work environment, the final symptoms of the dysfunctions are often the most
visible; mainly, it’s easier to see the inattention to results and avoidance of
accountability. Yet as Lencioni’s framework highlights, it’s actually the first
few dysfunctions that are often the underlying cause. For example, why isn’t a
team paying attention to the results of a marketing strategy? Because they’re
avoiding accountability, caused by a lack of commitment to the strategy in the
first place. Why didn’t they work through their lack of commitment to this
strategy before (reluctantly) executing it? Because of a fear of (constructive)
conflict – they didn’t want to raise their disagreements with other members of
the team, because of a fundamental absence of trust that their peers (and
managers) would hear them out.
However, for advisors reading this book, there’s another angle to consider – the
(potentially dysfunctional) relationship between advisors and their clients who
won’t implement the advisor’s recommendations. As while one of the most
difficult parts of giving financial advice is often not the crafting of the
advice itself… it’s getting clients to act on that advice. Advisors may be
frustrated with the symptoms – the lack of commitment, avoidance of
accountability, or inattention to results – without first taking the time to
trace it back to the root causes – namely, a fear of conflict and an absence of
trust. Which can be unearthed by considering the simple questions: “Do I feel
comfortable confronting my clients if they’re pursuing an unhealthy course of
action?” And perhaps more importantly, “have I created an environment where my
clients can disagree with me if they don’t like the advice?” If not, there may
be a fear of conflict… which can lead to a lack of commitment… and then clients
won’t implement their recommendations!
The key point is that diagnosing dysfunctions is often easiest with the last few
symptoms (i.e., lack of commitment, accountability, and failure to achieve
results), for those who suspect that some level of dysfunction has crept into
their client/advisor relationships, creating trust where there is an absence of
it is the starting point. Sharing personal histories and understanding more
about where the person ‘across the desk’ from you is coming from is a great way
to establish trust. Similarly, for those who fear conflict, inviting the client
to push back a minimum number of times on ideas offered by the advisor during a
meeting (e.g., “I’m expecting to hear you challenge some portion of my advice at
least 2 times in the next hour of this meeting!”) can help them share their
reservations and doubts more freely.
For those looking to help their clients take (more consistent) action and build
stronger relationships with them, "The 5 Dysfunctions Of A Team" can create a
great framework to name the problem, improve a client’s actionability, and
ultimately strengthen the client/advisor relationship!
THE 80/80 MARRIAGE: A NEW MODEL FOR A HAPPIER, STRONGER RELATIONSHIP
Adam's Recommendation
(Nate Klemp & Kaley Klemp)
In a stereotypically ‘traditional’ heterosexual marriage, the husband acts as
the breadwinner, earning money outside the home, while the wife tends to their
house and takes on the vast majority of parenting responsibilities for their
children. In this “80/20” household model, the wife might take on 80% of
household responsibilities – both physical tasks (e.g., cooking and cleaning)
and the ‘mental load’ of managing the family’s affairs (e.g., getting the kids
to various school activities) – while the husband would take on the remaining
20% (perhaps based on a ‘honey-do’ list created by the wife).
While this structure remained common for many years, a more egalitarian view of
marriage became popular in the latter half of the 20th century. Today, many
couples strive to avoid the “80/20” model and attempt to take a “50/50”
approach, where household responsibilities are shared equally between partners
(particularly when both spouses work outside of the home as well). However,
actually achieving a 50/50 marriage can be challenging, given varying work
schedules, and the wide range of household tasks that must be completed.
Further, striving for a 50/50 marriage can lead to ‘keeping score’, where each
spouse keeps a close eye not only on what tasks they finish, but also on what
their spouse takes on, to confirm that both partners are sharing the burden
equally (which can lead to animosity if one partner thinks they are carrying a
heavier burden!).
Given the challenges of achieving a truly 50/50 marriage, married couple and
authors Nate and Kaely Klemp suggest an alternative framework: “The 80/80
Marriage”. Using this approach, each spouse acts generously when it comes to
handling household tasks and supporting their partner, putting in more effort
than their ‘required’ 50%. For instance, one spouse might take over cooking
duties for the night if the other spouse (who usually cooks dinner) has to work
late, without feeling like they deserve ‘extra credit’ or a commensurate favor
from their partner in the future. In this way, even if each spouse doesn’t
actually complete 80% of the household work (which is mathematically impossible
for both to do at the same time), the mindset and approach of mutual giving
means they will likely develop mutual appreciation for the extra effort their
partner is putting into the relationship (resulting in a healthier relationship
without keeping track of an imaginary ‘scoreboard’ to maintain a 50/50 split!).
Notably, many of these lessons can apply beyond marriages, including to the
workplace. For instance, while a 50/50 relationship amongst team members might
entail everyone doing exactly what’s on their job description (and nothing
more), an 80/80 approach would see teammates actively seeking to help each other
out so that no single member is overburdened, likely leading to greater
productivity and reducing the chances of burnout as the team takes turns
supporting one another. Or, in the words of a Kitces Core Value for our own
team, “Deposit More Than We Withdraw”.
Ultimately, the key point is that a mutual spirit of generosity can lead not
only to a happier, more satisfying marriage, but also to a stronger workplace
and team environment as well. Which suggests that establishing a more
collaborative team culture (perhaps an “ensemble practice” model, where multiple
advisors come together to pool their resources and their profits, collaborating
to serve clients under a consistent standard), rather than emphasizing the
individualistic ‘eat what you kill’ approach seen in sales-based advice models,
could lead to a more cohesive firm and (at a time when competition for advisor
talent is fierce) better staff retention!
HIDDEN POTENTIAL: THE SCIENCE OF ACHIEVING GREATER THINGS
Sydney's Recommendation
(Adam Grant)
Being a financial advisor requires a wide spectrum of hard and soft skills –
meeting management, client communication, prospecting/sales… and that’s before
getting into all of the technical expertise advisors need to have in order to
serve their clients. And unfortunately, no one is intuitively good at
everything. As a result, in the best-case scenario, advisors will need to learn
and develop new capabilities over time – for example, by gradually rising from
an Associate Advisor to a Service Advisor to a Lead Advisor – and trying to
master the skill domains of each.
However, some financial advisors struggle with this skill progression over time,
gravitating towards the areas where they have a natural ability and potentially
even giving up on the rest that may not come nearly as easily. After all, why
even try if you’re 'clearly' not good at something and it doesn’t feel likely
that you ever will be? To say the least, it’s incredibly difficult to master a
skill that an advisor struggles with.
In "Hidden Potential", Adam Grant highlights research showing that one’s ability
to succeed often doesn’t come down to natural talent – instead, it comes down to
a combination of the hours put in to develop the talent, sustained curiosity,
and a commitment to learning (Grant uses the phrase “human sponge” frequently).
The person who can maintain curiosity and commit to learning from a variety of
critics, tutors, and other resources will eventually pass for having “natural
talent” simply because they will have put in the time and conscious effort to
learn and master the skills.
Of course, while this is easier said than done, Grant explores how the
difference between imposter syndrome (“I don’t know what I’m doing. It’s only a
matter of time until everyone finds out.”) and a growth mindset (“I don’t know
what I’m doing yet. It’s only a matter of time before I figure it out.”) can
make an enormous difference in how people tackle the skill gaps before them.
For advisors facing a long path of growth and skills to learn, becoming a
“creature of discomfort” – that is, someone who continually seeks out
opportunities to stretch and grow – is crucial to accumulating skill. In other
words, the advisor who 'fails fast' but keeps trying often finds the keys to
success. However, in order to maintain resilience in the face of discomfort,
it’s necessary to build a good structure to ensure that advisors get the support
they need, ideally in the form of good feedback and encouragement. For example,
newer advisors may want to work proactively with a mentor or manager to master
the skills that feel (just) out of reach and find concrete opportunities to
learn new skills. On the other hand, advisors who have just launched their own
firm may seek opportunities for feedback and growth in a peer group or a
business coach.
One of the most cheering – and sometimes daunting – concepts in "Hidden
Potential" is that opportunities for growth are endless; ultimately, though, the
advisor who can prioritize well and find a way to get comfortable with
discomfort can master skills that previously seemed far out of reach!
OUTLIVE: THE SCIENCE AND ART OF LONGEVITY
Michael's Recommendation
(Peter Attia)
The past 200 years have seen an absolutely astonishing rise in the average
longevity of human beings; in the early 1800s, life expectancy from birth was
only 30-something years for most countries; by the early 1900s, it was
40-something in North America, rising further to almost 60 by the mid-1900s, and
higher yet to 70-something in the current century. Leading some to predict that
at the current trajectory, today’s young people may all live beyond age 100, and
that somebody on the earth today might be the first to make it to age 150!?
A deeper dive into the research, though, reveals some important caveats, most
notably that the bulk of increases in life expectancy have been a result of
improvements in sanitation and the emergence of antibiotics, which have
drastically cut infant and child mortality and largely eliminated 8 major
infectious diseases (including measles, scarlet fever, tuberculosis, and
typhoid) that collectively caused 37% of deaths in 1900 but barely 2% of them
today. In fact, once those health advances are factored in, human life
expectancy has remarkably remained unchanged over the past century, and maximum
human life spans (around age 120) have not budged at all. Instead, it’s simply
turning out that when we don’t perish from the infectious diseases of the past,
we simply die due to more slow-moving chronic diseases instead.
The good news, though, is that the factors triggering most human deaths today
may be at least somewhat more controllable. This forms the foundation for Peter
Attia’s “Outlive”, which highlights the chronic diseases that Attia refers to as
the “4 Horseman”: heart disease, cancer, neurodegenerative disease, and
metabolic dysfunctions (e.g., type 2 diabetes). And while there’s little
evidence that tackling these diseases will do much to change the maximum human
life span, we can impact our “healthspan” – squaring the curve of our healthy
years to align to the total years that we’re alive and maximizing how long we
have to do the things we enjoy.
What follows is a research-driven but accessible discussion of what we have
learned about the 4 Horsemen and how to stave off or at least mitigate their
impacts over time. The associated prescriptions are not revolutionary – they
include regular exercise (being by far the most potent mitigator and even more
protective than we may have previously realized, particularly as it pertains not
just to our strength but also to our stability and peak aerobic capacity), the
diet we eat (and a rising realization that protein, not carbs, may be the most
important thing to focus on, because it helps to maintain our strength, which,
in turn, supports our capacity to exercise), the quality of sleep we get, and
the information provided by new blood tests like apoB that help detect earlier
stages of cardiovascular disease.
In the end, Attia’s “Outlive” largely counsels us to do what our parents have
long told us to do (eat well, exercise, and get a good night’s rest), but comes
with a modern twist of the particular ways to do these things well based on the
latest research, all built around a framework that Attia calls “Medicine 3.0”,
where we focus less on treating health problems and more on establishing the
good habits and preventative self-care we can engage in to enhance our longevity
– not just by aiming to maximize the number of years we stay alive (i.e., our
chronological lifespan), but also by optimizing our healthspan, which reflects
how well we live during those years!
--------------------------------------------------------------------------------
If you're still looking for more book ideas, be certain to also check out our
prior summer reading lists, along with our overall list of recommended books for
financial advisors. They may be lists we've published in the past, but if you
haven’t read the books yet, they're still new to you! 🙂
Top Must-Read Books for Financial Planners
2023 Summer Reading List of "Best Books" For Financial Advisors
2022 Summer Reading List of "Best Books" For Financial Advisors
2021 Summer Reading List of "Best Books" For Financial Advisors
2020 Summer Reading List of "Best Books" For Financial Advisors
2019 Summer Reading List of "Best Books" For Financial Advisors
2018 Summer Reading List of "Best Books" For Financial Advisors
2017 Summer Reading List of "Best Books" For Financial Advisors
2016 Summer Reading List of "Best Books" For Financial Advisors
2015 Summer Book List For Financial Advisors
2014 Summer Reading List Of Best Books For Financial Advisors
2013 Summer Reading List Of Top Financial Advisor Books
So what do you think? Will you be reading any of these books over the summer? Do
you have any suggestions of your own that you’re willing to share? Please share
your own great reads in the comments below!
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