You're listening to “Financial Advisor Marketing”—the best show on the planet for financial advisors who want to get more clients, without all the stress. You're about to get the real scoop on everything from lead generation to closing the deal.
James is the founder of TheAdvisorCoach.com, where you can find an entire suite of products designed to help financial advisors grow their businesses more rapidly than ever before. Now, here is your host, James Pollard.
James: Financial advisors, I have a tremendous treat for you this week on the Financial Advisor Marketing podcast. I have Perry Marshall, and financial advisors, you might not know Perry, but you're going to want to know Perry. I will tell you, he has been sort of like a quasi-mentor of mine all the way going back to the mid-2000s, that decade. [00:53.6]
I had businesses before the Advisor Coach, can you believe it? I actually ran a real business with real customers doing real things, not just coaching, and Perry's material, specifically with advertising, was instrumental in my early success, and the lessons that he put in print for me and for all of his readers has definitely influenced me more than I can say, so I'm extremely honored to have Perry on the show.
Perry, thank you so much. Introduce yourself. Let people know what you're all about and take it from there.
Perry: James, good to meet you. People in the marketing world know me as the guy that wrote the books on Google Ads and 80/20. We also have a book on TikTok and local business advertising. More broadly, people know me from my book 80/20 Sales and Marketing. Advertising, digital advertising, was a huge boom between about 2003–2015, let's say, and Google came along and Facebook came along, and during that time, if you knew more than everybody else how to connect all those dots and how to push the levers, you could make money surprisingly easily. [02:11.4]
One of the problems with a lot of marketers, or, really, entrepreneurs, is they get addicted to some certain way of doing things or some particular source of cash flow or some particular source of clients, and the number one is a very dangerous number, only having one source. Depending on who and where you were at the 2008 crash or Covid, or elections, caused advertising prices to skyrocket and drown a lot of people, so all kinds of things going on in the universe caused things that used to work to not work—and the thing that I love about 80/20 is that 80/20 is forever. [03:09.7]
When I figured out Google AdWords back in 2002–2003, I wrote a book now known as Ultimate Guide to Google AdWords, sold 100,000 copies. I taught hundreds of thousands of digital marketers how to do what we call scientific advertising, and when I was doing that, what I knew that I was really doing was I was finding 80/20 levers in a Google account or a Facebook account or a TikTok account, or in a business or a spreadsheet or a financial report, and I was learning how to tweak those levers. [03:52.8]
80/20 is the most powerful concept in business. It stretches way beyond business. You can do more with 80/20 and a little bit of knowledge of 80/20 than you can with any other topic in business, and I say this, again, as somebody who has taught hundreds of thousands of entrepreneurs how to advertise and market, and write copy and build sales funnels and attract customers—my clients have built billions of dollars’ worth of businesses, but there is a difference, a huge difference between a person who applies tactics like a crack addict versus a person who understands principles and understands the levers behind the levers, so when the landscape suddenly changes, when on March 13, Covid hits the United States and the whole country shuts down, you still have an operating set of principles. [04:58.5]
In fact, let's talk about Covid for a second. When Covid hit, two weeks later, I did a program called “Slingshot Recovery,” and I had people that were literally spending their last $500, like, “I don't even have grocery money after I’ve whacked my credit card to buy this thing from you,” and we taught people how to ride the chaos, because 80/20 is based on chaos theory.
We had a whole bunch of clients, the majority of the ones we worked closely with—I can't really speak for the ones that are way out in the weeds somewhere. I don't even know what they're doing, but the ones that we work closely with—most of them, within three months, they were hitting record numbers with their businesses because everyone else was caught flat-footed and we helped them go through it. [06:03.6]
So, what maybe we can do today is break down 80/20, explain how it exactly works and how getting your black belt in 80/20 is the best thing you could ever do.
James: I feel like you're speaking directly to my soul now, because I just talked with some financial advisors about something similar to what you just said, where they're like, Should I be doing video on LinkedIn? Should I do this? Should I do this?—Why don't you focus on being a good communicator? Because communication is the thing that will last you, no matter what the advertising is.
Perry: Yes.
James: What do you mean when you say, “find the levers behind 80/20”? What does that look like in practice?
Perry: So, 80/20 came from a guy named Pareto in Italy, who was an economist, and he was studying different countries and economies, and he found out that in every country, it didn't seem to really matter what their political system was or what their economic system was, 20% of the people owned 80% of the real estate and 80% of the people owned 20% of the real estate, which meant person for person, the haves had 16 times more than the have-nots and it seemed to be a law of nature. [07:14.8]
He saw these numbers in all kinds of things and it became known as The Pareto principle, and later turned into 80/20. Every single person who is listening, if I went into your office and I opened up your QuickBooks or your spreadsheets, I would find out that 20% of your customers produce 80% of your revenue, and the 80% of your customers only produce 20% of your revenue. But not only that, 20% of the 20% produce 80% of the 80%. 20% of the 20% of the 20% produce 80% of the 80% of the 80%. The technical term for that is fractal. It's a pattern inside a pattern inside a pattern inside a pattern. [08:07.0]
So, knowing that your customers are ridiculously unequal, that one-fifth of your customers are four times more productive than the other four-fifths, it means your customers do not deserve equal air time. Their complaints are not equally important. Their outcomes are not equally important. They do not deserve equal attention and there's a lot of squeaky wheels that don't deserve any grease at all, and that there's a lot of other wheels that may not be squeaky that deserve far more attention from you, and that it just keeps going up and up and up. [08:51.0]
80/20 says it's basically a law of physics that somebody is going to be as rich as Jeff Bezos and the real game is multiplying the amount of wealth in the world. It's not carving it up like a pie and redistributing it, because I was just having a conversation with somebody yesterday, the Soviet Union, back in the day, had 100% employment and breadlines.
James: Yeah, totally, communism for you.
Perry: Let me tell you an 80/20 story. I had a friend named John Paul Mendocha, a very good friend of mine, and when he was 17, he dropped out of high school, he hitchhiked to Las Vegas, and he became a professional gambler with a fake ID and the whole works. After about three weeks in Vegas of living by his wits, he said, “You know, this professional gambling thing is quite a bit harder than I thought it was going to be.” [10:00.8]
He goes to a bookstore, and he's looking at gambling books, and he runs into this guy named Rob, who runs a professional gambling ring and they get to talking, and he goes, “Do you think you could teach me what you do?” He said, “For a percentage of your winnings I can teach you what we do,” so they shake on it. “All right, we’ve got a deal. Jump in the jeep, John, we're going for a ride.”
They're going down the highway and John says, “So, how do I win more poker games?” and Rob says, “The way you win more poker games is you play people who are going to lose and those people are called marks. You don't want to play other professional gamblers. You want the kid from Wichita, who's just got $5,000 of inheritance money from his grandmother, and he's going to Las Vegas.” [10:55.8]
He goes, “Where do I find more marks?” and he goes, “Here, I'll show you.” Pulls into a strip-club parking lot. They walk into a strip club. There's women. There's loud music. There's biker dudes. He sits John down at a table and he pulls a sawed-off shotgun out of his jacket, and he opens it up and he slams it shut, and it goes in the middle of this loud club. There are a few guys who are turning around, like, Whoa, who made that noise? and the club owner comes over and he goes, “Hey, what's going on over here?”
“It's alright, just teaching the lad a lesson. John, did you see those biker dudes who turned around when they heard that noise?”
He goes, “Yeah.”
He goes, “Don't play poker with them because they're not marks. Play poker with everybody else.” [11:48.5]
Now, that story is 80/20. You rack the shotgun and it immediately tells you the people that are 16 times more street-smart than everybody else, and in that case, you do not play poker with them. You play poker with everybody else. Now, if you wanted to go skeet shooting in the desert, you would pick those guys, because they know the sound of a racked shotgun, and everything you do in sales, everything you do in marketing, everything you do in financial planning, is racking the shotgun.
You send an email. Some people open it. Some people don't. Rack the shotgun. Some people click the link. Some people don't. Some people get on the webinar. Some people don't. Some people buy the stuff. Some people don't. What 80/20 tells you is, you don't agonize over the people that didn't click or didn't buy, or didn't get on the webinar or didn't become your customer. You sell the people who did, something else. [12:59.6]
There's a principle of the $2,700 espresso machine. It says it's like a law of physics that for every 1,000 lattes you sell for $5, one of those people is going to buy a $2,700 espresso machine. That means your revenue goes from 5,000 to 7,700 with one person. What do you think that does to your margins?
It's very likely that the coffee shop makes no margin selling a $5 latte and that all of their money is from selling an espresso machine. So, really, the purpose of the coffee shop is to sell espresso machines and that's the purpose of all the lattes, and if you don't know that, you'll never be successful in the coffee business, and it's true in every other business, too. [13:59.3]
Most businesses are not what you think they are. McDonald's does not sell hamburgers. It sells real estate. If you peel the onion on McDonald's, you go, “What really makes this thing tick?” it's the franchise owners’ own real estate that keeps getting more valuable and all the rest of it is just keeping the lights on.
So, 80/20 is extremely powerful and when you start to see it, once you see it, you can't unsee it, and it's like having invisible opportunity glasses, where you can see the invisible opportunity and everybody else can't, and you know where the levers are and you go push those levers.
James: I have a lot going on in my brain right now, especially the part about not antagonizing or agonizing over the people who don't do the thing that you want them to do. [14:58.5]
I guess, in my business, specifically, one of the things that I have is a newsletter-subscription model, very similar to yours, actually, and I've noticed that the No. 1 predictor of longevity is engagement, by far, meaning, if a financial advisor asks one question or attends one office hours now, that financial advisor is in for life, more often than not. The financial advisors who don't, it's hit or miss, and eventually they say, “Oh, I don't have time for this,” or “It's too much.” It's like, it’s 20 pages a month. What are you talking about?
How can I either stop agonizing over the people who waste my time or get the people who don't ask questions or engage, whatever? Do I get them to engage? Do I not? I just noticed that that is the No. 1 predictor by far. If they just ask for help or they engage in some way, they never leave. [15:51.0]
Perry: That is a really good observation and, for example, I noticed a long time ago, when I was doing my first webinar-- teleseminars before webinars even existed, what I noticed was the people that say hello at the beginning of the call are more likely to buy than the ones that don't and the ones that type something in the message box.
Yes, engagement is hugely important, and so that means that that's your 20% right there. The first thing you do is, if I got some engagement from them, how do I get a little more? You focus the effort first on the people that engage the most and you move them up the ladder faster. That's the first thing you do. Then the next thing you ask is, what is the story or the narrative that gets people to engage? What story do they want to live in that is different than the story they're living in now? [17:02.8]
For a financial planner, it could be that there's the failure narrative, which is, you have a really sharp couple and you have a meeting with them or you have two really good meetings with them, and you think that they're just about to roll over their 401(k) with you, and then they say, “Oh, I found out my brother-in-law works for Northwestern Mutual and I'm going to do him instead,” and then they don’t cross box.
James: They don’t, yep.
Perry: So, that's the loser narrative, right? Then the winning narrative is you provide such exquisitely tuned attention and service that people refer their friends to you and it costs you nothing, and in fact, you are screening clients before they even come in because you can't take everybody and you can't serve everybody, and you have a waiting list. [18:10.2]
Now, I'm just making this up, but that that's the winning narrative, and so you construct it like a narrative, which is, you've walked down this road, and when you tell that narrative story, you need to rub salt in the wound and you need to ask, “How did you know they were a sharp couple?”
It was her blouse and it was his watch, and he wasn't your average 36-year-old guy. He had saved away something or other, and he had also been a Rhodes Scholar or he'd been a black belt in martial arts, or one of these other like little indicators that you're dealing with a significantly above-average person, and you fill in those details to where they can't stop paying attention, because it so resonates with the things that they knew, but they didn't know that they knew. [19:15.2]
Then, like I said, you use the espresso machine principle, and the nice thing about the espresso machine principle is it doesn't require you to go get new people. It works from your existing people. What a lot of people fail to do is engage enough with their existing clients, because they don't realize how unequal the level of engagement is with the engagers. The engagers will be 16 times more engaged than the non-engagers, and the super-engagers will be 64 times more engaged. [20:01.3]
So, 80/20 doesn't just tell you that 20% produce 80%. It also tells you that 1% produce 50%. 80/20 says that 1% of your clients will produce 50% of your profits. That means that almost all businesses are taping dollar bills to a whole bunch of the boxes that are getting shipped out. If you're taping dollar bills to boxes and you don't know it, then getting more customers only speeds the pace of you losing money, and this is why so many people are struggling.
James: That makes a lot of sense. [20:45.1]
Listen up, financial advisors. This is something special I'm doing exclusively for people who listen to this podcast. If you subscribe to the Inner Circle Newsletter over at TheAdvisorCoach.com/coaching, I will send you a collection of seven copyright-free emails, personally written by me, that you can use right away to begin getting more clients.
I call these my “objection-busting” emails, because they are designed to overcome the biggest objections financial advisors face. All you have to do is send me an email letting me know you’ve subscribed and I will reply with a link where you can download them for free.
I originally offered these in the May 2024 Inner Circle Newsletter issue, and it was one of the most popular bonuses I've ever given away. Today, these seven objection-busting, copyright-free emails are only available to listeners of this podcast, because I'm not mentioning them anywhere else. Go to TheAdvisorCoach.com/coaching to subscribe today. Now, back to the show.
James: I think one of the things I'm trying to put myself in the mind of a listener now and I think financial advisors will think to themselves, I can't get someone 16 times as engaged, because I can't charge 16 times the financial planning fee. If I charge 1% for assets under management, I can't necessarily charge 16. [22:02.2]
But I will tell you one of the biggest levers I've been able to pull with financial advisors is, instead of them trying to build relationships with clients directly, they build relationships with what marketers would call centers of influence -
Perry: That’s right.
James: - people who already have the audience. So, if you have five relationships, real, tight, strong relationships with people who each have 100 people in your audience, your niche market there, then you have 500 people through five relationships. You have access to 500, I should say. That is a lot easier, more efficient, whatever word you want to use to describe it, than trying to go to the 500 directly.
Furthermore, not to drone on about this, when you go to the 500 directly, they feel like, Oh, you're trying to sell me. You're trying to approach me with this financial planning, and I don't want to do it. There's more resistance. When you go there indirectly, there's less of that resistance, that icky feeling, because it's like an implied endorsement. There are so many good things that come with it. [23:01.0]
Are there any other ways that you can think of besides that, where financial advisors could maximize, could get those engagers, could take advantage of that espresso machine principle?
Perry: You can invite. Let's just look at an engagement for engagement’s sake for the moment. The engagers will be 16 times more engaged than the non-engagers.
James: Oh, I got you.
Perry: That means, if you have a wine and cheese party or a barbecue, or a Christmas thing or a water-skiing event, or a picnic in the park, or something about the economy or something about politics, or whatever is appropriate, then they will show up. If they think it's really interesting, and they can bring friends, then they'll bring friends, and of course, birds of the feather flock together. [24:02.0]
Just in general, let's remember this: the espresso machine principle is always true, which is to say that 1/5 the people are spending four times the money somewhere, I guarantee it. Let's take the coffee shop. For every 10 people who buy a $2,700 special machine, there's one person spending $15,000 on coffee somehow, some way. Maybe they went to a Mediterranean barista jamboree cruise on a cruise ship and they were buzzing with caffeine for a whole entire week and they met all the best baristas in the world. I guarantee you that exists and one out of 10 of your best clients are spending money on that. [25:07.2]
So, let's take it to financial planning. If you have 10 clients that each have a $5 million portfolio, and you're getting x dollars commission from managing that portfolio, write down on a piece of paper, that number. You tell me, what would a planner make on a $5M portfolio? Give me a number.
James: It depends on how they charge, but for $5M, 1% would kind of be a little high, but let's just say $10,000–20,000 scaled down per year, recurring.
Perry: So, let's say $15,000.
James: Right, yeah, somewhere in that ballpark. It really changes. [25:56.2]
Perry: We're just picking a number. You’ve got 10 clients and you make $15,000 a year on them. One of those clients is giving somebody $150,000 to do something with their money. Who is it? What is it? Where is it? All you have to do is ask.
Now, it's beyond the scope of this short conversation we're having to figure out exactly what you do next, but you have to know that money is out there. It's being spent. They are happily spending it. The money is burning a hole in their pocket. It's a law of physics that they have the money. It's a law of physics that the money is in circulation. So, what do you want to do about it?
Now there are regulations and there's all that other stuff, so, yes, you're probably not going to figure this out in five minutes, but I guarantee you, the money is there and it's being spent, and once you see it, you can't unsee it. I know that I know that I know that a percentage my clients are doing this, so what are they doing? [27:10.5]
Maybe they're going on a financial strategies Alaskan cruise or maybe they're going to some seminar in the Cayman Islands, or maybe they're talking to people about wealth protection, or foreign or crypto currency. It's a big world out there. How much do they spend on financial newsletters? That's an entire industry. Then when you go read the financial newsletters, what is being offered there? Most people have such a narrow notion of what they're doing and such a narrow definition. The taxi industry had a very narrow definition of what a taxi was and then Uber and Lyft just blew that apart. [27:58.4]
So, my experience of all my best clients is they step back and they go, “Wait a minute, what business am I really in?” There's an old adage that I love. It says, “Sell results, not procedures.” If you say, “What procedure am I giving a person to do and I'm charging them x number of dollars to show them a procedure—anybody in the education business can relate to this question—can I just charge 10 times more and give them the result? Instead of teaching the fish, can I just go catch Moby Dick with my fishing net and dump it on their restaurant table and get $200 for a complete meal instead of $20 for a fishing lesson? [28:56.8]
That's the kind of thinking you apply, and what 80/20 says, that money, I guarantee you, is there. You just didn't see it until you put on your 80/20 glasses and, all of a sudden, there's a $20 opportunity and there's also a $200 opportunity, and there's a $2,000 opportunity and there's a $20,000 opportunity. Where is it? Who is buying it? Who is selling it? Who wants something that they can't have because nobody's offering it to them? I think this is easier than people think. I am one of those people who, about 15 years ago, had a very, very bad experience with a financial planner.
James: Who hasn’t?
Perry: I'm sure, James, you have lots of stories.
James: Oh, totally. Yeah, a ton.
Perry: Just having a process that ensures that the person can never, ever have a bad experience, because they're not going to fall through the cracks and you're going to-- just something like that probably doubles or triples your referrals. [30:04.7]
I'm not going to tell the story here, but I've told my financial-planning horror story to a lot of people. I could have told a financial-planning victory story, and the person who created that victory would have gotten a lot of business because I'm a center of influence.
James: Totally, and I'm glad you brought up the education space and price increases or whatever. I'm actually in that position right now as we record this, I think this episode is going to come out in December, I'm not sure. I have this newsletter. It's currently $99 per month. I'm increasing the price to $199 per month on January 1, 2025.
One of the reasons why I did that was I added more value to it, which is, every month, we get together on a Zoom call and we chat and hang out and things. What's very interesting is only a few people attend those office hours and it's like, what the freak? I actually had a consulting call with Doberman Dan, who you undoubtedly know of. [31:03.0]
Perry: Yes, yes.
James: And he’s a fantastic guy.
Perry: Yes.
James: And he told me and this kind of blew up my little marketer brain, he was like, James, your conversion rate for—I think it was Doberman Dan who said this. I've done a lot of work with pricing—he basically said, “James, your conversion rate at $99 is likely going to be lower now that you've offered the office hours, because it seems too good to be true. It's going to have more skepticism.” I'm asking you this because I know that you increased the price of your newsletter specifically to 199. How did you think about that? What spurred you to do it? How has that worked for you? What was it like?
Perry: What we were doing a couple years ago is we had a $99-a-month or $999-a-year, so you'd save a couple hundred bucks, and what we noticed was the people that pay for a full year in advance are significantly better clients. [32:01.5]
They spend about twice as much money. They have better compliance. They stay longer. The renewal rate on the annual subscription is north of 60% whereas on the monthly, I think the churn rate is maybe six months. The average person stays six months and then they leave, so the retention is also better on the higher level on the annual.
So, we just doubled the price of the monthly to further incentivize people and that was a “rack the shotgun” for the serious people. $199 a month or $999 a year racks the shotgun for a person who can afford to spend $1,000. As an entrepreneur who can't or won't spend $1,000 on education, I’ve found in my business, that is about the dotted line. [33:10.7]
$1,000 is the dotted line between the real people and the fictitious people. The fictitious people are the 80% that only give you 20% of the money, and they have refund requests and they have customer-service issues, and their wife threw their clothes in the yard, whatever.
James: Yes, yes, craziest stories. I got one today. We don't have time for that, but literally today, this morning, the whole “Oh, I got a bump on my back and now my life is in chaos, and I just don't have.” It's just nuts, the stuff people say.
Perry: Right, right, and so most salespeople, most marketers, most entrepreneurs, are timid about racking the shotgun, stating their prices, saying what they really need. [34:03.5]
What I teach is, I call it the “If–If–Then–Else” guarantee, and it is the best way to define what your real, unique selling proposition is and it goes like this. If you are the right kind of customer for me in the first place and you match a set of characteristics in general, and if you follow the process that I lay out, because every customer relationship is a two-way street—especially in services, your people don't just hand people a latte and they drive away. They have to give you information and they have to move their money around, and they have to think differently and all of that. [34:59.0]
If you follow our process, then you will get the x result. These things will happen. Or else, skin in the game, I give you your money back or I have to run in front of 1,000 people in a Speedo swimming suit, or I have to hire an accountant to go sort out your mess, or something where they know that I, the vendor, have skin in the game and I'm going to lose if they lose.
In a regulatory environment, you're going to have to massage this so that you're not getting yourself in trouble, but the bottom line is the customer needs to understand that you have a process that defines what the risks are and that you can guarantee them that if they follow your process, they will get the result and you are taking on the risk of them not getting a result based on them following your process. The most important part is the second “if.” [36:08.2]
A lot of salespeople don't have the courage to boldly say to the customer, “You have to follow my yellow-brick road or this won't work, and if you won't follow it, I, frankly, don't want you,” because they're too desperate or they're too short-term-minded, or they need to pay their car payment this month, or whatever. They get mealy mouthed and they're not up front with the client about what this is really going to take.
So, for a financial planner, you might say we're going to have to have a series of meetings, and yes, we're going to dig into all these things and it might even be painful, and a lot of clients are ashamed of certain things. I've seen everything. It's probably like going to the gynecologist. [37:01.6]
James: That's great.
Perry: I've seen it all. You cannot show me anything worse than like, it's really okay. You have to de-shame it. Whatever pain points are you, you lay it out there and you say, “We're going to rip the band-aid off. We're going to drill into these problems. It's going to take some of your time. We're going to have to go through your files. Guess what? In about six months, you're going to see your account balances going up. You're going to start making money. We're going to get more contributions from your employer. In about five years, you're going to be so happy that you did this,” and you paint a picture because they are entering into a story, and you make it very clear. I'm not saying, drag them through. I'm not saying that. Be upfront about what is required. Don't be passive-aggressive. “Oh, I didn't really tell you, we have to have these extra five meetings.” [38:03.6]
James: You create, exactly, distance, yeah.
Perry: Because that is racking the shotgun. Do they really want a result? Because you get a client half on-boarded and then the whole thing fizzles out. How much money and time and resources and staff and everything else got spent for nothing, because somebody didn't have the courage to lay it all out?
James: That is absolute gold. Perry, I want to be respectful of your time. By the way, financial advisors, I will say, in my experience, that sort of language, like, “I've seen it all. You can't show me,” when I’ve put that in emails, when I’ve put that in social media posts for financial advisors, that increases conversions because it makes people more comfortable. I did research back in 2023 which found that the No. 1 reason people don't hire a financial advisor is intimidation, and when you use language like that, you reduce the intimidation.
Perry, thank you so much for your time today. How can financial advisors learn more about you? Where can they grab some of your fantastic resources? [39:01.3]
Perry: You should go to sell8020.com. S-E-L-L-8-0-20 [dot] com, and you can buy this book, 80/20 Sales and Marketing, which will absolutely change your life. You will see it. This book is 80/20 X-ray glasses. You will suddenly see the world in a completely different way. You buy it directly from me. It comes with a couple extra videos. sell8020.com, it will totally change your life and it will give you a grid that is still 100% as effective and current in 2030, 2040, 2050, 2060, 2070, as it is now. It does not go out of date.
I wrote this book because when I wrote the Google Books and the Facebook book, 80/20 was the grid that I used to figure all that stuff out and I took a little gamble. I thought, are people going to want to know the secret sauce of figuring all this stuff out? And the answer was yes. [40:10.2]
What 80/20 has done for me is it's racked the shotgun, and here's what 80 attracts for me and this is why I sell this book for less than you can buy it on Amazon—I find that people who understand that the world runs on principles and not just a bunch of fleeting techniques, are way, way better clients for me, and I love working with people that understand that the whole universe runs on principles, and if you understand principles, you have a tiger by the tail and the 80/20 principle is the best principle that I can recommend.
James: I agree. That's been my experience, too, with financial advisors as my customers/clients, by the way. Spot on. The 80/20 book has changed my life, a top 10 book for me, easily, by far. I started seeing it everywhere. What you've described has been my experience exactly. Financial advisors, make sure you get it. Thank you so much Perry for doing this. I appreciate you so much and financial advisors, I will catch you next week. [41:14.0]
This is ThePodcastFactory.com
