Good morning, everyone, and thank you to NAPFA for providing the opportunity to introduce our keynote, Mr. David Allison. And Jeff, I got to say, the whole, like, hire-the-hair-closer-to-God thing, I have some comments I'd like to share with you later, if you don't mind. But my name is Corrigan Kardatsky, and I am the Managing Director of Business Development for Pacific Life Advisory. And I'd like to take a few minutes to share an idea about how we can help you improve the position of your clients who own annuities. I know, super exciting first thing in the morning, right? But at the same time, increase your AUM. And I'm guessing that most of you are somewhat familiar with Pacific Life, the 150-year-old insurance company with the Whale logo, but what you may not know is that Pacific Life Advisory, a relatively new group, is revolutionizing the tax-sheltered investing space by creating fiduciary-friendly advisory annuities. And the reason we're doing that is so that you can improve the position of your clients who own annuities, and at the same time, increase your AUM, and of course, manage those assets properly. And you might be thinking, but annuities are commission-based, they're expensive, they've got surrender schedules and early withdrawal charges, which is absolutely true of the broker-dealer annuities of the past. And that's why we developed a fiduciary-friendly variable annuity for fee-only advisors that has no commissions, is low-cost, investment-focused, and completely liquid. So you can integrate this into your AUM, receive daily data feeds, manage these assets appropriately, and bill an advisory fee on them. So just as cell phones evolved from the suitcases we used to carry in the 80s, anyone remember those? To the smartphones we now use every day, your clients can upgrade to the Pacific Advisory Variable Annuity, and you can help them by lowering their costs, managing those funds appropriately, and adding that asset to your AUM. And you can now do this even if you don't have an insurance license or a broker-dealer relationship. For example, if you custody with Charles Schwab, their annuity concierge desk can handle these transactions for you. The Advent Insurance Marketplace was just launched by Black Diamond, and they can help you facilitate this business. We can refer you to a third-party desk, or if you prefer, and many folks do, you can work directly with Pacific Life. And of course, just as you would expect, you have the full range of investment options from fixed income to strategies that work like a structured note, to equity, everything in between. You, of course, design the portfolios as you see fit. So the truth is, most fee-only advisors do not know that they can take old annuities their clients own, modernize them, and turn them into asset under-management vehicles. But as of today, you are all in the relatively small but growing percentage of advisors that do. So if this is something you'd like to know more about, please stop by the Pacific Life Advisory booth. My colleague Santo and I would be happy to talk to you. You can go to PacificLifeAdvisory.com for more information, and we would be more than happy to provide you with the info that you need in order to do what's in the best interest of your clients, and at the same time, increase your assets under management. And now for the fun part. This is way more fun than what I just said. I would like to introduce David Allison, global values leader, human behavior expert, and founder of the Value Graphics Project. For decades in marketing, David noticed unexplainable things. Seniors had taken up scuba diving, Generation Z was listening to Led Zeppelin, men were using Botox, and this is my favorite, women were driving tanks, PhDs were reading comic books, and tech millionaires didn't have college degrees. People were behaving in unpredictable ways, and David decided to find out why. He soon learned that the mysterious behaviors we see in the world around us were not so mysterious after all. It's because our values drive what we do, not our age, or our gender, or our education. Demographic labels only tell us what people are on the outside, not who they are on the inside, and we know it's what's inside that counts. So Allison launched the Value Graphics Project to create the first accurate inventory of core human values, and finally, after five years and 750,000 surveys in 152 languages, the project has a complete global record of what we all value and why people behave the way we do. Today, his team helps organizations such as PayPal, Lululemon, and the United Nations Foundation connect to people by honoring their values. College textbooks have been revised to include Value Graphics, while Allison's speaking engagements, books, and ideas attract innovative thinkers from all around the world. According to Douglas Copeland, the author of Generation X, David Allison sees the patterns in the noise and can tell us what the real signal is. From deep inside the global Value Graphics data, David has deciphered a clear signal for leaders everywhere. Values unite people, he says. They will light the way for purpose-driven brands and lead us to a values-driven world. Please help me welcome David to the stage. Good morning, everyone. You know, it took me a moment or two there to realize all the 80s talk is because 40 years. It does not feel like that was 40 years ago when I was in college with the big hair. We do live in very, very interesting times, though, don't we? There's nobody who's going to argue with me about that. We have this acronym that people have come up with to help describe what's going on around us right now. And I'm sure you've all heard this before. It's VUCA, Volatility, Uncertainty, Complexity, Ambiguousness. I wake up in the morning thinking about VUCA, and I go to bed at night thinking about VUCA. Volatility, let's just poke on each one of these for just a moment. Volatility, can you remember a time when things have been more up and down and then up again and then down for a while and then sideways and then the other direction? Things are all over the place, which leads us to uncertainty. It's pretty hard to tell where they're going to go next. We really don't know what's around the next corner, do we? At the moment, we're all very focused on this AI, chat, GPT, generative AI stuff. Who knows where that's taking us? It's certainly not going to resemble what we used to be and what we used to think was true. It's going to be an entirely new world when we fully start to understand the uncertainties that that's brought into our world and complexity, everything, everything just seems to be getting more difficult to understand. More moving pieces, nothing's black or white anymore. And ambiguousness, I think all of those can also fall under the umbrella of ambiguousness. I just don't know what the right answer is anymore. People are behaving in incredibly unpredictable ways. I think ambiguousness could be the theme for the next 10 years in this organization and many organizations like it around the world. But you know what? It's not all that hard to understand. There is a connecting thread between all of this VUCA that we're living through right now. An incredibly interesting, engaging, and hopeful connective thread. And it's this. It's up on the slide. It's all about people. All this stuff we're trying to figure out, it's just about people. So what are people all about? All of us, everywhere on earth, we're driven by our values. People are about their values. So if you understand values, you understand people. And if you understand people, you understand the volatility, the uncertainty, the complexity, the ambiguousness, the way people are behaving in the world today. So I'm going to walk you through a little bit of the work my company's done and help you understand what value graphics are as a way to also think about people so we don't have to just use demographics anymore. And we've pulled some data just for you about people who are currently fee-only financial advisory clients and what their values are. But maybe even more interestingly, to most of you today, we've pulled the values for people who are not currently your clients but are looking. So if you listen to what I've got to share with you today and institute some of this information in the way you approach the market, you can double down on the folks you've already got and you can attract some new people to come and join your family. So let's get started. This is a lovely way to think about everything that goes on in the world every day, all day long, every company, everywhere you work and have ever worked and may ever work again in the future. We all wake up every morning and we just want some people to do something. That's all we do. We spend our days trying to figure out who are my people and how can I get them to say yes to something I want them to say yes to. It's actually, when you think about it for a moment, a very unifying, lovely thought. We're all in exactly the same business. We just want to get some people to say yes. It's all the rest of it is just bureaucratic nonsense that organizations place on top of this core function that we all have no matter what you do and what industry you're in. But it does kind of beg the question, what do we do about all this unpredictability? The introduction today mentioned some of these issues that I see going on in the world around us right now. We have senior citizens, which depending on where you are and what store you go on to, into this, anybody from 55, even 50 year olds, there's a, there's a drugstore, a pharmacy up where I live in Canada, where once you turn 55, you're a senior citizen. And I went in there the other day and they gave me a card and said, you're a senior citizen now. You get a 10% discount on Wednesdays. I said, I don't want a 10% discount on Wednesdays and I'm not carrying this card. Take it away from me. Senior citizens are not behaving the way they're supposed to. They're jumping out of airplanes and climbing Mount Kilimanjaro and having the time of their lives. They're not sitting in a rocking chair, knitting, talking about their great, great grandchildren. It's a stereotype about age that makes it really difficult for us to understand that group of people. They're not behaving the way they're supposed to. And then on the other side of the scale, we talked about already this morning, Gen Z have discovered vinyl and they're listening to Led Zeppelin, which was at least 40 years ago that Led Zeppelin was a thing. You know, the largest growing category, demographic category for long haul truck drivers in the United States of America, the biggest growth is from women who are taking up that profession. That's not what women are supposed to do. I have a friend in Vancouver where I live who comes from a family that's one of the wealthiest families in Canada. She's legitimately an heiress and she shops at Walmart. It's not what rich people are supposed to do. I have another friend whose girlfriend works in a restaurant and between the two of them, they get by, they, you know, save their money to do the things that are important to them. And she saves all her money every year so she can get a new Prada bag. That's not what people who are just struggling to get by are supposed to do. So the point is, we live in these very unpredictable times. Or perhaps we're just using the wrong lens. Because as I've established, you are not your demographics. Who in here qualifies to be a senior citizen at age 55? Any of you feel like a senior citizen? I think I'll leave my point there. I mean, I wake up some mornings feeling like a senior citizen. I heard the tittering over here. Yes, it's true, sometimes. Nobody acts their age anymore. Gender doesn't help us understand who people are. Education. People, just because they have a PhD, you can't point to them on the street and there goes a smart guy. You're also not your psychographics. And if you're unfamiliar with that term, it's basically everything else we think we know about our clients and our prospects. All the stuff that isn't a demographic. How much under management do I have from that particular person? How long have they been a client of mine? How frequently do I talk to them? All of those kinds of pieces of information, if you take it out to a broader perspective, it's how many times have they bought a product or a service? How many dollars have they spent on that product or a service? All of that kind of stuff that's about behavior and emotions and activities from the past. That's the problem with the psychographic information is it's all historical. And as we established in slide number one, we're all here trying to get some people to make a decision about something that we want them to do next. So driving this car down the street, looking in the rear view mirror, I mean, it's data, it's interesting, but it's not really the best, most accurate way to point this vehicle down the highway, is it? We need to figure out how people are going to behave next and how we can get them to make the decisions we'd like them to make. So how do we move the needle now? If demographics and psychographics are not really doing us any favors anymore, when it comes to understanding the people that we would like to influence and engage and motivate and inspire to become our clients or to stay our clients, how are we going to do that now? Three friends were out having a few drinks. Maybe it was at the first-time NAPFA conference attendee reception that I saw going on last night, and they were having a few drinks too many, haven't seen each other for at least a year, and so they're really, you know, one extra drink, maybe just one more, and finally the smart one puts up a hand and says, you know, we don't want to be hung over for that speaker tomorrow, he's going to be heavy, it's going to be a lot, so we should go. So they're walking down the street and they're being noisy and loud and raucous and telling each other jokes because that's what drunk friends do after they've had a few too many drinks and they go outside and leave the place that they're having those drinks at, and then they turn a corner and suddenly there's a dark alley and they have to decide, what are we going to do here? How are they going to make a decision? So friend number one, the only thing we know for certain about friend number one is their primary value in life is experiences, adventure, let's go down that dark alley, sounds like the best idea I've ever heard, why, it's like, it's here for us, what a perfect way to end the evening, let's do this, who knows what might happen, how exciting. Friend number two, the only thing we know for certain is their primary value in life is safety, oh my god, why would we go down that dark alley, that sounds like the most ridiculous thing I've ever heard, it's here as a trap, there's something bad, it's going to happen if we go down that dark alley, let's not do this. And friend number three, the only thing we know for certain is their primary value in life is friendship, I don't care if we go down the alley or we don't as long as we stick together, because that's really all that matters, we're a little drunk and I love you guys. So the moral of that story is not one of them had to check in with themselves before they made that decision and say, gee, I'm an 18 to 24 year old male and I have a college degree and I'm single and I make $75,000 a year at a white collar job and therefore here's what I'm going to do. Not one of them did that and none of us had to understand their demographics to understand how they were going to behave, the only thing we needed to understand was what do they value and then it became perfectly clear what they're going to do next. So that's the secret and in fact it's not just my funny little story about three friends in an alley at midnight, it's good solid behavioral scientists, scientists have been studying this all around the world for a very, very long time, decades now. The central question of behavioral science has been how do people make decisions? So psychologists, psychiatrists, sociologists, neurologists have been looking at this and trying to sort it out, what actually happens for all of us when we're standing in a grocery store and we say I'm going to choose this can of soup or that can of soup, what's actually going on? There's a great story around each of those different fields of behavioral science but I want to talk to you about neurology particularly because I think it's a really fascinating one. We've all heard of the prefrontal cortex, people refer to it as the CEO of our brain but inside the prefrontal cortex is a little tiny piece called the insula and the insula's job, it's only job is to look at all the incoming data and say well gee, if that's true, these are the sights and the sounds and the smells and the memories and the experiences, all the data that it can get its hands on and then say based on that we're going to do this, we're going to choose this can of soup, we're going to choose that financial advisor, we want commission based folks helping us with our money, we want fee only based folks helping us with our money. Every decision, large, small, comes from the insula and the insula only has one set of filters that it uses to compare all that data against and say okay, well if that's the case what are we going to do? And that's your values and if you just think about that for a second it makes so much sense. If family is one of your most important values, which by the way it isn't for everyone, but if it is and something comes along that's going to be great for your family, your insula says to the rest of your body go get that thing and when you do I'm going to reward you for going to get that thing, I'm going to make you feel happy, I'm going to give you some joy, a little bit of pleasure, that's the reward if you go get that thing even if it's only for a split second, that's what you're going to get and if something comes along that might be bad for your family, your insula says oh yeah, we got to get that off the radar screen, we don't want to be anywhere near that thing and the incentive here is until you make that happen, I'm going to make you feel stressed, anxious, upset, so it has a system of rewards that it can dole out based on how well you are finding values alignment in every decision you make. Now here's the thing, you don't get to turn this on and off, it's not just some decisions, it's not just the big ones, it's not just the small ones, it's every single decision you make, thousands of little decisions all day long, what are you going to wear today, where are you going to go, what are you going to have for breakfast, who are you going to sit beside, it's all being done in the blink of an eye by your insula, based on your values. So all these different fields of behavioral science agree on this one core principle, that what we value drives everything that we do. I'm gonna try a little experiment. Who in here, put up your hand, if you're that person who every weekend you have a list of things that you wanna get done and you actually do them. Wow, usually there's like two people in the audience. Planners, look at that, your values brought you to this profession. My point was going to be, although that was a better point, my point was going to be that personal growth people are like that. One of your values will be personal growth. You're trying to just get things done, move ahead, get things finished. Who here is that person who talks to everybody on the elevator and in the lineup at the airport? Okay, we got relationship value people in the audience. We'll do one more. Which one should we do? This one's fun. If you have a favorite restaurant and a favorite seat at that restaurant and a favorite item on the menu at that restaurant, put up your hand. Look at all those folks. I want you to leave your hand up for a moment because I want you to take a look at each other and see that you're demographically not alike. But value graphically, you share the value of loyalty. People who have a high index for loyalty tend to have a routine and a ritual in a way they like things done. If I was trying to sell something to you, it would be far more useful to understand that you all value loyalty than to understand that you were 73% female because then what do I do with that? Just like make everything pink, right? It doesn't make any sense. And we laugh, but if you don't think that's happening in the world today, you just need to go into a toy store and look at the pink toys. That's a company that sat back and went, make it pink, I guess. They're women. And right now at this moment in time, we are doubling down on our values. You can't help but see this. Every time you turn on the news, how important, we've all just had two or three years to sit at home and think about how I can live a life that's more aligned with my values than I've ever been able to do before. And it's responsible for the social change that we're seeing in the world around us right now. All these huge social movements like Black Lives Matter and LGBTQ rights and everything that's happening in the world around social change is a group of people standing up and saying, do not treat me like a demographic. We're not all the same. Treat me based on what's in my heart. I wanna be treated just like everybody else. Political divides in this country. One group of people with a set of values fighting with another group of people with another set of values. And it seems to be getting worse and worse and worse. And it's not just here, it's everywhere in the world. These political divides, we've entrenched ourselves. We've chosen a side and nothing's budging us. The future of work. Are we working at home? Are we working in the office? Are we doing something in between? These are people, again, fighting for what their values are telling them to fight for. Some people want to stay home because that's more aligned with their values. Some people wanna be in the office and some people are somewhere in the middle. This is all about values. It's not about anything else. People say it's about the commute. It's about the, it's this, it's that. No, it's about what's most important to you. Leadership. In one way or another, we are all leaders in this room today. And things like active listening and empathy and the soft skills that we need to have as a leader today. These are ways to understand and hear what the values are of the people that we're trying to lead. And this is what leadership is about. Quickly, we'll just talk about consumer behavior. It's one of my favorites because the obvious examples are right there in front of us. If you look at this, we'll do a tale of two companies. Let's talk about Twitter. There's a company under new management. And pretty much within 24 hours, the values of employees, advertisers, and users were being disrespected. And it's a dumpster fire over there right now. On the other hand, let's look at a company like Patagonia. Over decades, Patagonia has been listening and trying to sort out what are the values of our customers. They've done a very good job of it. A very values-driven company, right up to the six or seven months ago when Chouinard stood up and said, you know what, I have enough money, take my company, take all the profits from this point forward, and use them to save Mother Earth. That's the biggest, baddest, values-driven mic drop in history. Imagine waking up the next day as the vice president of marketing for North Face. No. Right? And saying to yourself, oh my God, what am I supposed to do with that? If you go back and look at what happened, all the competitors to Patagonia, the next week were standing up donating money to somebody. Chip Wilson, founder of Lululemon, who's now involved with Archeterix, he lives in Vancouver, where I live, and the very next week, he was on television, he donated $2 million to something or other, I can't remember what it was. But nobody can touch donating your company. We've entered an entirely new economic era. We talk a lot about the gig economy, the sharing economy, the experience economy. Today, we live in the values economy, and I hope I've proven that point to you. More than ever, values are driving every decision of everyone, everywhere on Earth, 24-7, 365. Values are the most powerful force on Earth today. Nothing is more powerful. And yet, we're still in a time and yet, the way we choose values in our companies and talk about them with our consumers is what I call business poetry. We sit around and we talk about words. We got a little group, six vice presidents locked themselves in a room with a box of donuts and they say, okay, collaboration, yeah? Yeah, we like that one, okay, cool. That's going up on the wall. We'd sent a little quiz around to the staff and they all seemed to think they're creative, so creativity, that's gonna be one of our values. We throw that up on the wall. And the CEO just came back from that thing about sustainability, so that better go up or we're gonna get in trouble. So there's our values, and we put them on those little aluminum letters behind the receptionist and we go, we got our values. We are a values-driven organization. They're the most powerful force on Earth and we're treating them like poetry, pretty words that make us all smile and feel warm and fuzzy on the inside. Peter Drucker, always good for a quote. There should be a Peter Drucker quote generator app you can just poke in and find. But this case, this is a really good, solid thing to remember. You can't manage, you can't use information if you can't measure it. There's nothing to market against, right? So that's what my company did. Short commercial here. I want you to understand how serious the data I'm about to share with you for your clients and prospects is. We turn values into data. It's the first time it's ever been done. It's been this soft, fuzzy, poetic thing and it's now empirical data that we can use like a business metric. It's been close to a million surveys now. 750,000 is the official number, but we're getting close to a million. I'm not using it officially, but you're all my new best friends, so I'm telling you. I am waiting till we can legitimately say one million so I can get really noisy about that because it's a big deal. 152 languages, big team of translators helping us across 180 countries in the world and the database is accurate for all 180 countries to a level of accuracy that's more than you need for a PhD from Harvard. If you've got data geeks in the room, it's plus or minus 3.5% accurate, 95% level of confidence. You can write your PhD with this stuff and we've built for the very first time an inventory, a record of what everybody on earth values. I'd like to have that on my tombstone. It's so important. We now know what everybody truly cares about so deeply that it's the GPS system they use to run their lives. We found three really, really big things. First one, people with the same demographics are only, we're gonna round off, about 10% of the time, similar. People of the same age category, depending on the age category, a little different up and down, but on average, about 10% similar to each other. Income, gender, marital status, number of kids, all those demographic labels we're used to using in our work to try and understand the people that we want to get to make a decision, they're only about 10% accurate. So if you think your target audience is men who are baby boomers who earn $150,000 a year and have a white collar job, that's four groups of people who are about 10% similar stacked on top of each other to make a bigger group of people that are about 10% similar, and then we go and start doing things based on what we think we know about them. You got a 90% fail rate baked right in if that's how you're gonna think about people. It's why we all get so excited if there's a direct marketing campaign that happens and we get about a 3% open and response rate, we're like, whoa, that's amazing, pop the champagne. That's a 97% fail and we're excited about it. Second thing we learned, people with the same values are as much as 89% similar to each other. It's about eight times better. So if you spend a buck talking to people demographically, you got about a 10 cent dollar. You spend a buck talking to people based on values groupings value graphic similarity, and you got an 89 cent dollar. I know which one I wanna be spending with my small business and I assume all of you would agree. Lastly, there's only 56 values out there. That's pretty cool. At this moment in time where there's so many forces on earth who are trying to convince us that we're different from each other because it helps them with whatever they're trying to accomplish. We're not all that different from each other. It's only 56 values. There's more keys on a piano keyboard than there are values that drive everything that everybody does all over the world 24 seven, 365. It's harder to learn how to play happy birthday or chopsticks on the piano than it is to understand the sum total of what's driving everything that everyone does. That's a beautiful little number. It's very unifying. It's not that much different between us, between left and right, black and white, Asian and non-Asian. Any division that we seem to think we need to uphold in this world, there's a lot of similarity. Maybe this happened to you yesterday or maybe it'll happen to you today. It tends to happen when people are away. You're on a vacation, you're at a conference, something like this, and you meet someone for the very first time and you talk to each other for 10 or 15 minutes and suddenly you're finishing each other's sentences. We've all seen that, right? We've all had that experience. Put up your hand if you've had that experience. And someone says, one of you says to the other, how is this possible? I feel like I've known you my whole life. What's happening is you've met someone whose values are so similar to yours. You can finish each other's sentences because you're looking around the room and somebody does something silly over there, wearing an 80s-themed hat, perhaps, and you both know how the other one's gonna respond because remember, that's how your brain looks at things and how you decide what you're gonna do, what you're gonna say, how you're gonna feel. So you can finish each other's sentences. You found a fast friend. Now, with the information I'm about to share with you, you can make fast friends at scale. You're gonna know your clients and your prospects that well. You're gonna almost be able to understand what they're gonna say and do next. It's kind of spooky. So use this for white magic, not black. Here's a really encouraging fact for you. We track what we call return on values. Your clients will tolerate as much as an 11% increase in what they spend with you on your fees if they just see their values reflected back at them. That's 11% on your bottom line to just do some of the things that I'm about to suggest you do. So I went and looked online. What's a normal NAFTA advisor make? And I came up, I don't know whose study this was, but roughly, apparently, some average number of you make 250,000 bucks a year. That's another $27,000 just for saying to people, I see you, I know who you are, and speaking to them based on their values. That's pretty good. Even better, the return on values around trust. They say they will trust a financial advisor 18.5% more if they just see their values reflected back at them. Those are some pretty powerful incentives to carry on doing this. What's the price, what's the value to you of that trust lift? It's pretty much priceless. Okay, we're gonna wrap up a little bit this opening part here and get into the data that I pulled just for you guys. I come down hard on demographics because they don't really help us very much understand who people are. But they're still an amazing tool at helping us understand what people are. We still gotta put a fence around a group of people. Most of us as financial planners in this room are not interested and can't properly look after someone who only makes $21,000 a year. So there's a demographic reality. There's probably an age reality, and there's certainly a geographic reality for many of you around your clients. So demographics are a great way to put a fence around a group of people and say, these are the people I'm focused on. But where we've been going wrong is then saying that because we understand those demographic realities, we also understand who these people are, and they're going to like this, and they'll respond to that. That's nothing more than guesswork. That's just us using stereotypes to try and understand these demographic cohorts. Psychographics, still a really good, useful tool. It is a glance in that rear view mirror, as we talked about at the very beginning of this presentation today. It's a look back in history about how they behaved in the past. And you can maybe see some patterns in there that are useful. They tend to do these things. They've done this before. This is a thing that might happen again. Cool. But what we're all interested in is the third leg of the three-legged stool, which is how can we influence, engage, motivate, inspire them to do the thing we'd like them to do next? So you need all three. We talk about it as a three-legged stool. Demographics to describe, psychographics to record, and value graphics to influence. And if you get all three in your insights stack, you're good to go. You're on stable footing to then go and spend money and make decisions about how you're gonna try and talk to these folks. I'm gonna show you this now. I'll show it to you again at the end. If you use this QR code, you can have my entire deck, all the charts, all the stuff I'm about to share with you. I don't wanna stop here for too long. So it will come up again at the very last slide. So if you don't manage to get it right now, don't worry. I just don't want you to think like you have to furiously write down all the stuff I'm gonna tell you, because it's gonna come at you like a bit of a fire hose here for the next little bit. Who we profiled for you today are fee-only clients and folks who are ready to switch from their current financial advisor. Now, I figured it's two things that we could accomplish here. I had to make a decision. Do you wanna talk about doubling down on the people you already have and solidifying the base? Or do you wanna talk about getting new ones? And I thought, you know what? We'll talk about getting new ones. So we're gonna focus on how you can go out there and start to send messages out into your own individual marketplaces that will attract people based on their values. Inherently in this, because we're comparing, you're also gonna get the data for the fee-only current folks, and you'll be able to use that too when you use the QR code and get these charts. Now, one of the questions we like to ask before I get into the value graphics, it's a psychographic question, but it's a nice way to set this up. We asked fee-only clients, what do you love, hate, and wish you could change about working with a fee-only advisor? And these are the answers. What do they love? It feels totally transparent. I know what's going on. They're not trying to pull a fast one on me. What do I hate? Mm, it doesn't feel affordable. What do I wish I could change? I'd like it to feel like it was affordable. So there's some sense that you guys are expensive. We'll talk about that in a moment. Now, the switchers had a totally different set of responses. What do they love about working with the financial advisor they're with now? I trust them. What do I hate? Not as many choices as I'd like to have. And what do I wish I could change? I sure wish it felt a little more transparent. So here's one big secret to growing your client list. The switchers, the ones who could come and be your next client, they love that trustability, and they think you cost too much. But remember, the trust return on values is 18.5%. The price return on values is 11%. Just by doing these things that we're about to talk about, you can knock off both of those concerns from the switchers and get them to come and be your new best friend. Give them more of what they value, and you'll get more in return. Here's your first chart. This compares the core values, the most important values of that list of 56, the ones that could show up. These are the values for the fee-only satisfied folks versus the switchers. Now, don't get too hung up on this. Remember, you get a QR code. You can write this all. You don't have to write it all down because I'm just gonna give you this stuff. But what I want you to look at this is there's a whole lot of tools here, and I need you to think about it like tools in a toolbox. You don't have to use all of the values all of the time, depending on what the situation is you're facing. Am I trying to figure out what my new social media story's gonna be about? Am I gonna try and figure out how I'm gonna canvas the neighbor? I don't know, whatever it is you're trying to sort out, you go into your toolbox, and you pull the ones that are most useful. If you're going to hang a photo on the wall, you just need a hammer and a nail. You don't need to bring the chainsaw. So, same thing. Think of this as a toolbox. You don't have to use them all. Pick and choose the ones that are most useful for you. I chose these three to begin with because they're over-indexing for the switchers compared to the people that you already have. The value of relationships, the value of health and well-being, and the value of wealth. Now, one of the little things I haven't told you about those 56 values in the Value Graphics database, those are three of them, relationships, health and well-being, and wealth, is that they mean different things to different people. You've got to think about each of those values as like a bucket. And inside the bucket, there's a bunch of different meanings, but they're all about those particular values. In fact, there's more than 8,000 codes in our data set for those 56 values. So, belonging, for example, there's 912 kinds of belonging. So, what we can do, and what I'm about to show you, is what kind of relationship, health and well-being and wealth, your switchers, your prospects, are looking for. Relationships, the kind, the meaning that they have around this value is they like lots of them, and they like all of them. If you put all the possible relationships in front of them on the table and said, which ones do you want? They want all of them. I have a relationship with the checkout clerk named Irma across the street at the grocery store from where I live. And every time I go into that grocery store, I try and find Irma, because Irma knows my name, I know hers. We talk about the weather, she asks me where my last trip was, she's fascinated with my speaking, I ask her about her kids and her other job, and then I don't see her anymore. She's not my friend, she's not my family, she's never coming over to my house for a drink, at least not that I know of. But I have a relationship with Irma, my world would be suddenly a little bit smaller if I didn't get to see Irma when I go to the grocery store. So, that's an example of relationships. In a business context, you're all here for the relationships, you're all here to get to know the people you currently work with even better and to hopefully meet some new and interesting people who share some of the experiences and things that you are going through. It's all about relationships. And for this group, it's all of them, not just some, as many as possible, more is better. So, what can you do with that? They're relationship junkies. Here's some suggestions. Now, for each of these values, I'm going to give you some ideas that come to my mind, but guess what? I'm not a financial advisor. You're going to have better ideas. I'm just trying to give you a jumping off point, right? These are just some thought starters. Take these, do what's possible, do what makes sense for you around giving these people as many relationships as you can possibly give them. I thought you could stage an event or just buy tickets for some kind of event and let your clients and these prospects invite a friend to come to this event. So, they get to meet other people, they get to bring somebody they already have a relationship with, and they're going to be excited, not only by the event, but also by the opportunity to have some more relationships because they're doing this as a group. Seems fairly simple. What about an online sharing library? You guys have got a lot of really cool information about how I can make sure I'm not poor and destitute at the end of my life. Little bits and pieces of information that will help make an online sharing library, give it to the world, push it out there and say, hey, if you're interested in financial planning for yourself, maybe there's something in here, and by the way, there's an easy share button at the bottom so they can share it with some of the people that they feel they have a relationship with and they get to be the one who's sharing some cool information. Amplify relationships in your content. Whatever it is you're creating for social or emails or however it is you're talking out there to the world. Make it about relationships. My client Bob did this thing, and therefore his friend Sally was able to make this other thing happen, and then we met Claire. However you can do it, just talk about the fact that you are engendering and strengthening relationships. Health and well-being. The reason they love this value, the reason this value drives everything they do is because they believe that by staying healthy and well, I'm going to get to do whatever I damn well please. No limits. No one's going to say to me, well, you're not, you can't do that, you're out of shape, it doesn't work for you, it's whatever. I just want to be able to continue doing what I want to do. They want to live however they please, and that includes their interactions with you. Don't tell them how they're going to interact with you. Ask them how they would like to be interacted with. Let them do whatever they damn well please when it comes to the way they interact with you as an advisor. Give them choices. Say, listen, we can talk to you once a week, we can talk to you once a month, we can talk to you once a year, we can send it to you by email, we can send it to you on Snapchat, we can send it to you on TikTok, whatever you want. Being silly to make a point, but let them be in the driver's seat and figure out what does it look like to have a relationship with you that it's exactly the one that they damn well please to have with you. How do you want to communicate? What kind of information do you want? Do you just want to see where the dials are? Or do you want all the background information? Do you want all the data and the research? If you don't want that, I won't bother you with it. If you do want that, how do you want it? Do you want a little video from me? I use a tool called Loom, L-O-O-M. You can set it up so it's right in your email window. I use Gmail, so if you're on Gmail, I'm not sure if it works. I'm sure it works on other platforms. And instead of writing, hi, how are you? What's your day like? Here's the thing I want you to know. I just hit the button and go, hey, it's David. Here's the thing I want to tell you about. It's amazing. And then we did this other thing, and then that's going to happen, and so I can't wait to see you. And it just gets embedded in right there and I hit send. That might be the way they would like information about the financial products and services that you're helping them with. Maybe they do want research, but they just don't want to read a whole bunch of stuff. Maybe they would just like a quick little video from a person they have a relationship with about what's going on and why these moves are being made and why this stuff is happening the way it's happening. Tailor everything you possibly can to whatever it is that they prefer. Now, wealth. Wealth is an interesting one. It's not money. Money is its own value in the 56 values in the Value Graphics Database. Wealth, the kind, the meaning of wealth for this audience is, again, I don't want any limits on what I can do. Isn't that interesting? Health and well-being and wealth are tied together for this group. It's the same thing for them. I don't want to have to say no. I don't want to have any limits. Okay, now that we've got two of them pointing in the same direction, you should have a no-limits mindset in order to help them achieve this no-limits state of being that they want to be in. So, I started looking around online. Again, remember, this is just me throwing you some ideas, some beginnings, and I found this term, holistic financial planning. I'm seeing some nods. It's not unusual. It's not a new term to you, but this group, these folks who are looking for the switchers, they're ready to hire you. They want to work with you. Holistic financial planning is an example of how you can help them have no limits. You've got to have control over more than your little slice with them. You've got to be more trusted, more stability with them than you are currently. You want it to be more holistic around all aspects of financial planning, even the stuff you don't make a buck on, because it's part of the financial picture. Behavioral finance coaching, we all have that client. If any of you, I know my financial planner's not here, but she'd be laughing. I have a terrible time saving money. I'm that guy who chases the bright, shiny thing. I'm like, oh, I want that. That's fun. With no idea of how that's impacting my financial plan. I'm constantly getting angry phone calls from Donna. Donna's amazing. She's like rain man. She absolutely controls. She knows when I buy a stick of gum. She's that good. Talk about holistic financial planning. I'll tell you a little secret. I've never shared this before. I'm going to have to send a clip of this audio recording to Donna. There's a rule in my house. If an envelope shows up with a window, then it's likely has to do with money. I'm not allowed to open it. I just send those once a week to Donna and Donna tells me what's going to happen next or often doesn't tell me what's going to happen next. It just happens, but behavioral finance coaching, helping people with their behaviors around their finances, around their goals, help them figure out little hacks and tricks they can use so that they remember how to save. They learn how to do stuff differently than they've always done it. Those patterns, those ruts in the road that we get stuck in and we have a really hard time changing our behaviors. It's a really easy thing to learn for you guys. It's easy stuff to figure out and you can apply it across all your clients to help them get over some of those humps and bad habits that they've got. Lifestyle planning. This is the big mama of them all, right? This is like, let's get outside of finance and start talking about all aspects of your life. What your skill set is, you are planners. You happen to focus on financial planning, but if you want to get some of these new clients, something that they would find really appealing because it's a no limits mindset they're looking for is let's get, yeah, financial stuff taken care of, but what else? What else can I use my planning skills to help you with? What else can I track for you? What else can I take care of, put into the system so I remind you when your car insurance is due and I remind you when it's time to send a payment off to your kid's college because otherwise they're going to get kicked out and never graduate and be in therapy for the rest of their lives and it'll be your fault. Whatever else you can do to help them use your planning tools and expertise and all aspects of their life, they would love this. Why not do something crazy with your clients and invite a bunch of prospects to join you? Something that is a no limits mindset. Go plan for two years from now. We're all going on this amazing trip. We're going to go climb Mount Kilimanjaro. We're going to run a marathon. We're going to be in an Ironman together. Be the no limits person that helps them and maybe it's not physical. It could be around something else. We're all going to read a book a month and have a book club, something. Use this as a jumping off point. Whatever kind of no limits mindset you can bring to your work with your clients, they're going to love. Hire a private tutor. You all can learn Mandarin together. You can all learn Spanish together. Way outside what you're supposed to do, but absolutely aligned with what these people value and therefore what they'll react to. Okay, four more I want to show you quickly. I'm not doing, how are we doing here? I'm okay. Yeah, we're okay. Notice these four down at the bottom. When you get this chart, you'll be able to see this more specifically. The ones we looked at first were ones where it shows up for both sides of the fence, the switchers and your current clients. It isn't a bad thing to do any of those ones we just talked about. It will also help you solidify the base while you're reaching out to new folks. These ones are unique to the switchers. Your current clients do not have these values in their top 10. If you really want to go out there and do an acquisition effort, these are four that you could really double down on that they would hear, they would see, they'd pick up what you're laying down and they'd say, wow, this guy really gets me. This team really understands who I am. Social standing. They want to be successful, but more importantly, they want to be admired for it. It's not just an internal degree of success that they're looking for. It's important to them that other people see that they are successful. How can you help them signal that if they become one of your clients? They want recognition from the people that are important to them. Why not do an annual award show? It could be about financial planning and who's achieved their goals, or it could be about something else. It could be about contributors to the community. The rock stars from our city, from our town, from our region in the world. Host your own awards show. Push people up and let them be admired for being successful in whatever field makes sense. Bring in famous speakers. My name is David Allison. And then that gives them something to brag about. They get to go to the office the next day and say, my financial planner brought in this speaker. It was amazing. Talked about values, super smart guy, kind of handsome. But seriously, I'll go crazy here to make a point. Bring in Barack Obama for a little speech. Bring in somebody you really admire for a little speech. And your gang, your team, your family is going to want to talk about that to everyone. I'm part of this elite little group who got to go and hear this thing, make this thing happen. I got to learn this stuff. That's being admired for being part of a successful crew. Here's one. Your brand is now part of their brand. People like running around and saying, I have a private banker at Chase Manhattan. That's got some stuff attached to it because Chase Manhattan. I guess they're now JPMorgan Chase, aren't they? But you get my point. Your brand is a reflection of who they are. They want other people to see that they're successful. They want to be able to name drop you and go, yeah, I work with Bob and Sally Financial Planning. That's got to mean something so that they want to brag about it. Not just for you. I mean, it's good for you that they want to run around bragging about it. But this is just for me. This is a direct cue that you need to talk to whoever your marketing team is and figure out whatever you can do to make your brand brag worthy because they want to. They want to brag about who they are working with. Make them the stars of your content. Whoever your current client base are, with their permission, of course, tell a little story about some success in their life. And it doesn't have to be financial. Someone gets a promotion. Throw out a post on social media that says, hey, our client just got a great promotion at work. We're so proud of him. So proud of her. Isn't it amazing? She's now the vice president of something, something that somewhere. Why not let them bask in this and you help them be admired for being successful? Positive environments. This one's really interesting. It shows up in all kinds of different ways. In this group, for this particular value, what they're looking for is a life of peace. They don't want any stress. These are people who see the glass as half full, not half empty. Things go down in their portfolio a little bit. They don't want to hear that they went down. They want to hear that now you're perfectly positioned for what happens next. We know this story. Everybody's giggling. I've heard this from Donna a lot. I don't want any surprises. I want peace. Now, as financial planners, there's things you can do with people's portfolio to make sure there's always a little buffer. There's always a little bit set aside for a rainy day. I don't want you to ever end up not being able to achieve this financial goal we've decided is important to you. So we're going to make this happen and we're going to make that happen. But in case something goes wrong, this is what our backup plan is. Tell them the plan B up front. There's a great challenge for yourself. Every single thing you do with your clients, say here's the things I want you to do and here's the plan B. Just making that one shift, giving them the plan B, would show them that they're always going to feel peaceful with you. There's not going to be any stress. No stress, please. Just peace. Even when they want to hear from you. I know I already talked about this as it relates to another value, but I really hope that this is something that you take home and think about. I don't want Donna calling me all the time. Whenever Donna calls and I see it, I'm like, oh. Sometimes it's good news. Often it's not. And that's my fault, not hers. So when do they want to hear from you? This one's kind of silly, but again, think of it as a thought starter. Find a local yoga coach, yoga instructor, and one of the things that you get in your welcome kit when you come and join my family, my client base, is I'm paying for your yoga lessons. Here's a coupon for once a week and go for yoga and work out with whoever it is. Just because I think we all agree here that peace and a lack of stress is a good thing in our lives. That would never get used, first off. Only a few people would ever use that coupon, that offer. But the fact that you made it would be enormous. That you'd be able to say to them, I am committed to you having a peaceful, stress-free life. This is how committed. I want to pay for you to go to yoga or meditation or a running class or whatever. Something that shows that it's not just about their money, it's about them as a human and making sure that they get that peace that they're so interested in finding. Be known for good financial planning that reduces stress. Make that part of your platform. We all like to say it. Prove it to me. Tell me how you're going to make me feel less stressful and more at peace once you're my financial planner. The plan B right there I think is a really interesting strategy. Be the financial planner that always has a plan B and show it to them. I suggested to my clients that they do this thing but just in case we had this as a backup plan and guess what? That happened so we did this and everybody stayed stress-free. Yes. Make stress reduction a key theme in your messaging. I'm beating a dead horse here but I think it's super important. I'm going to go back to that for a moment because it's not just about, every financial planner in the universe says it's going to be a stress-free experience when you're with me. I think all of these values though are pointing to ways to actually deliver on that. Make this about my values, about what I care about and I will instantly start to feel less stressful because you get me. You understand who I am on the inside. You're not treating me like a baby boomer or like a pre-retirement guy. You're treating me based on what's important to me inside my heart. That in itself is going to reduce stress. Patients. Fascinating. I haven't seen this one before. There are patients to a fault and it came out as a code in those 8,000 codes that the kind of patients that they, when they talk about it, what they mean is that people let you down sometimes. And the way to deal with that is just be patient. Just bite your tongue. Let it go. Now that's not a ticket for you to go and mess everything up. You can't let them down. But it's an interesting thing to know about the way their minds are working as they walk through their days. If you're trying to attract these people to be your clients, they value patience and I'm gonna call it self-restraint. To the point where they're willing to, you know, those people didn't do that, that person didn't, but it's okay. Everything's fine. It's all gonna be good. They're very slow to act no matter how they feel. They're not gonna leave you overnight because one bad thing happened. They're also not gonna join you after the first time you talk to them. They're slow to act. Patience is part of their values makeup. Play into this strength. Think about long-term savings challenges. I mean really long-term. You want to upgrade that second home that we're working on and so once we help you get to the point where you can afford that second home, we know you're gonna only be happy there for five or six or ten years. So then we've got to start thinking about that now. This isn't the goal you thought it was. It's actually an extra goal on top of that. Mindful spending. Again, back to those behavioral science cues. Behavioral science spending and behavioral science advising. How can you help them get into the right habits and get out of the old habits? I love Donna. Bless her heart. But Donna's perspective on my bad habits are change them. Not really useful. How can you be more useful? How can you give people, here's a five-step guide to how to change a bad habit. Maybe it's a book about that. There's tons of books out there about how to change a bad habit. Maybe you make that into a series of little social media pieces about how to be more mindful around your spending and that goes out on rotation over and over and over again and now you're starting to develop a bit of a reputation of being the person who understands this, these values, who can help reduce stress, who wants to have a relationship, who has a sense of all of those other values that are important to this group. And lastly, I think it's last, I've lost track, personal growth. Three kinds of the 8,000 codes. Three codes landed here around personal growth for this particular group. They want a better job. They want better relationships and they want to have more fun. Don't be boring. Sometimes your industry has a reputation for being a little boring. Don't be that. Make it fun. Find a way to make this fascinating. You're all in this because you're fascinated with it. You see how fun and exciting and interesting it can be to help people get to a place where they really want and need to go. Find a way to take that passion you have and transmit it to them. They want to be better in all those aspects of their lives. So help them regardless of what specific focus they're on at any particular moment. Help them with career planning. They want a better job. Who better to help them with career planning than people who are experts and trusted relationships that they have who are so good at planning. Imagine the bond you'd have with these folks if you were able to just make a couple calls for them. Give them a little guide on how they can think about the next step in their life. Part of their financial plan has to be able to be make some more money in the next five years. You got to make some more money after that. You need to be promoted. You need to find ways for your income to grow so we can help you get that first, that second home and then the one we know you're gonna want after that too. So part of your responsibility if you're going to take this holistic approach to this is to go outside the box and help them with things like finding a better job. Why not enroll in some coaching courses yourself? Understand how to be more of a personal coach around issues outside of financial planning. It doesn't have to be long and arduous. There's easy simple ways to pick up some coaching skills that you can then use in all aspects of the work you do with your clients. Encourage a savings plan specifically for their hobbies and the things that they want to get better at. We all tend to focus on the next home, the next car, the boat, the college education fund, the retirement plan, but what if I'm a stamp collector? I don't think anyone's a stamp collector anymore but let's pretend 40 years ago in the 80s there were still stamp collectors. There's my 80s reference I was looking for it. So what if I'm a stamp collector? I want to be able to continue collecting stamps as I get older and get to the point where I'm retiring and not having a steady income that I'm used to right now. Plan for it, help them realize that they get to keep stamp collecting for the rest of their lives. Some of those things are worth a lot of money, little stamps. Okay so when you get this deck, I'm gonna give you that QR code again, this is the page of all the pages. I want you to just like print this out somewhere or don't even do that, just write these words down, put them on a sticky note somewhere near your computer, where you work, where you talk to your clients, where you do your big thinking. Put them in multiple places. Make a bookmark and out of a sticky note and stuff it in the book you're reading. Memorize these. These are the buttons you need to push to get the prospects that you want to say yes and get that trust lift and that price lift that the data says is going to be there if you give them more of what they value. These are their values. Everything you do, how do you answer the phone, how do you write an email, as much as possible relate it back to what I've tried to show you today about relationships, health and well-being and wealth, social standing, positive environments, patience and personal growth, and you're speaking their language. You're speaking the language of their heart. You're not talking to them like a demographic stereotype. You're talking to them about the things that matter to them so much that it rules everything in their life. This is powerful stuff. Now, a bunch of you filled out a short version of a survey that we sent out in advance. Who did that? Who's gonna admit? Okay, we got a bunch of you in the room. So this is you, your aggregated values compared to the switchers. Now in the data world, the research world, if a certain proportion of an audience responds to a survey, then you can say that that's a statistically representative sample and that the results hold true for the entire audience. Based on a rough calculation of the number of hands that just went up, this is going to be pretty darn true for everyone in this room. I want to point out a few things here that I thought were really quite interesting. First off, look how different you are from the switchers. You are not them and they are not you. And this is sometimes the hardest lesson when we do this. If you're trying to influence them, what you value is less important. Ideally, you want to try and find the places where you share some values. Those are your superpowers. These are the values you have in common with this group of people. Things like relationships, we talked about that one, health and well-being, but family, financial security, experiences, security, loyalty, self-control. These are the places where you can develop programs and services and messages and ideas and thoughts that will align with your own values and theirs. Here's your kryptonite, however. These are the values that mean so much more to the switchers than they mean to you. You have to check yourself at the door. You have to realize that the intense value that you place on some things are not the same as they are for the switchers. Both of those charts are something to take home and ponder. Have a little think about. Maybe sit around in a group and say, gee, we've been trying to build this practice based on what we believe is important, what our values are. Are they actually aligned with those of the people that we're trying to engage and motivate and inspire? Are there things we're doing that make us feel great that maybe aren't all that great for the people that we're trying to bring into the family here? Look at self-expression. Being able to express themselves is an incredibly important value to the switchers that you're trying to attract. It's not even on your top ten. It's not a big deal for you guys to have a moment where you can tell the world what you're all about and what's important to you. Give them the opportunity to do that. Find ways to listen deeply to what's most important to them. Not in a perfunctory client intake form kind of way. What's your risk tolerance? All those kinds of questions. Get deeper. What's really, really important? I'm going to give you some tools you can use to get to that in a little moment here. How to find the values of your particular clients, whoever we're talking about. I know we have some folks in the room who are not financial advisors, who are from associated organizations, who want to come and hang out with you guys today. So this will work for you as well as it'll work for those of you who are financial advisors. I'm going to give you three ways that you can find the right values for your specific people that you're trying to influence, motivate, and engage. First one, hire my company. That's not going to work for everybody, so we'll move on. This one costs you about 16 bucks. I think it's $16.99. You can get my new book. It's called The Death of Demographics. It's on Amazon. And in case you think that's a plug for me to walk out of here with some more money I can call Donna about, it's not. When you put a book on Amazon, you make about a buck apiece. So if all of you buy a book, I might have enough for, I don't know, a sweater. That's about as far as it's going to go. But in the book, there's a quiz. We tried to figure out a way we could do this to help you and everybody get their hands on some data that's really relevant to them. So there's a 15 question quiz in there. Send it out. Put it in your CRM system. Send it out however it is that you already talked to your clients. Here's a trick for you. Use a little bit of an incentive. Say if you fill this out, I just want to say thanks, so we're gonna put your name in a bin and everybody who fills it out, we're gonna draw a name and that person will make a donation to the charity of your choice. Some small little thing like that. What we do around the world when we're having a really hard time finding some people that we want to survey to get them to respond, all we do is say, listen, if you respond to the survey, you'll be entered to win a $30 gift certificate from Amazon. You don't get one. You'll be entered to win one and that's enough. It's a behavioral science hack. People suddenly switch on and go, well, there's something in it for me. Okay, I'm gonna fill this out. So just a small little thing to get those surveys completed. Once they're completed in the book, there's then a scoring mechanism and there's 15 chapters about the 15 archetypes that exist in the Value Graphics database and your score will tell you which chapter, which archetype your people are most alike and we tell you their values. We tell you some things we know about them psychographically. We tell you all the ways you can use them. So this book, great investment, $16-ish, I can't remember, and I'll get a sweater and all of you will end up with the Value Graphics for your target audience, for the people that you're trying to influence and engage. Do it in two swaths, in fact. Do it for the people you already have and for the people you'd like to get next and then here's three questions. We call them the three telltale questions. These three questions have been tested around the world in multiple languages hundreds and hundreds and hundreds of times and if you use these three questions in conversation, make it part of your intake process, make it part of your survey process. Anytime you get an opportunity to use these three questions, ask them. Use your own words, doesn't have to be these exact words, make it sound like you and what people will tell you, they'll say all kinds of different things but what you're listening for is the patterns and the noise. You're listening for the themes. I'll show you what I mean. The first question, why do you go to work? You go to work because it's my creative outlet, it's because it's how I pay my bills, it's for my family, whatever it might be. You start to hear those themes bobbling to the surface, that's people telling you what their values are. Second question, why would you give away half of your lottery winnings? Not who would you give it to but why would you do that in the first place? Third question, what would you say to your 10 years ago self and why would you say that? Which is the more important part of that question. What you decide to say, that's interesting, that's fun, but why would you say that? Because then you're gonna start hearing what people's values are. I'm just gonna do a quick little time check here. Oh, I'm pretty much out of time so I'm gonna wrap up. Again, remember when I get to my final slide, you're gonna have the ability to get that QR code and take this whole deck away with you. I'm gonna give you three tools to take away, three friends in an alley. That story, if you're trying to explain to other people how important values are, this will do it. As soon as you tell that story, every time I tell that story on stage, people go, oh that's what it's about, that makes perfect sense to me. The three-legged stool, because the second question you get from everyone is, but what about demographics? We still need those. Absolutely you do, and psychographics and value graphics. It's a three-legged stool, and those three telltale questions. Those are a great way to even just conversationally, in the course of talking to a few clients over a few weeks, to start to listen to what people tell you about their values that drive everything that they do. Now when you use that QR code again, at the end you get the deck and a little video of me telling you those three stories again, so that you can take those away and use them. And please steal them, use them, tell the world, because what I'm talking to you about today is so much bigger than what we've been talking about today. This is going to help you with your company, it's going to help you with your business, it's going to help you grow the AUM, it's going to help you do all those things. It's eight times more powerful than just using that 10% accurate demographic slice that we're using right now. But it's so much more important than that, because the longer we keep sitting in rooms and looking at people and saying, the way to understand people is to look at their demographics. We have a whole new group of people here we need to understand, and they're 73% women, and they make this much money, and they have this kind of college degree. All we're doing is saying to each other that that's the right way to think about each other. That the right way to think about people is to put labels on them that mean nothing, that aren't helping us with their business, and they're perpetuating stereotypes. Because if we look at a group of people and say, well gee, the majority of them are women, what's the next step? I've already made a joke about this. Make stuff pink. Use cursive text because women like frilly things. We start going down these stereotypical roads, and those stereotypes, my friends, are the root fuel for ageism, and sexism, and racism, and homophobia, and all of these problems that we're grappling with around the world today, because we insist on continuing to look at all the people that we think about with demographic stereotype labels, which is not a great happy note to end on. So here's some good news, and it's very good news. All we got to do is change the way we look at people. That's it. Just change the way you look at people. We don't have to build new factories. We don't have to do any more research. We got it. It's done. There's a value graphics database. The information is here for the taking. All we have to do is change the way we look at people. Our values, they'll bring us together. They'll unite us across these divides that we face, and encounter, and see, and hear, and read about every single day. We are going to benefit. Individually, you will all benefit because you'll start to see your own values at play, and in your work, and in the way you live your lives. Your work will benefit. You'll find those clients that you want to bring. You'll find the right people to come and work with you whose values are aligned with yours. You'll find ways to keep the current clients you have because you understand what's in their hearts. And slowly, surely, if we all start doing this, the world will benefit too. We can make a kinder, better, gentler place for all of us, and the generations after us, to live. There's that code. Please grab it. Another Peter Drucker quote for you. The greatest danger in times of turbulence, it's not the turbulence. That's not the problem. We're certainly living through turbulent times, but that's not the issue. The issue is we keep trying to use yesterday's tools to fix today's problems, and the challenges we meet tomorrow. So if you can do me one big giant favor, if you've taken away anything from this today, if you want to say thanks, David, just go out there in your own lives, your own practices, with all the people you encounter and think about, and be values-driven. Thank you.

David Allison

value graphics

understanding values

decision-making

aligning with clients' values

returns on values

trust in financial advisors

targeting switchers

value-based decision making

client engagement

business growth