founding principal of
Financial Group, LLC
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Why does a street legal car need to have the ability to travel at speeds of 253 miles per hour? It doesn’t, but there’s
one that did just that. When the Bugatti Veyron
was introduced in 2005, it set the automotive
world ablaze. Story after story was written
about the mechanics and thrills of such a car
that so handily trounced everything that came
before it. As a result, cars will never be the same.
While watching a wonderful documentary,
“Apex,” which chronicled the development of
numerous “hypercars” including the Porsche
918, McLaren P1, Ferrari LaFerrari and Koe-
nigsegg One: 1, an idea caught my attention.
In the documentary, Chris Harris, a well-
respected sports car guru says, “The human
race has always responded to times of profound
change. That’s when we do things. If you tell us
we ought to do things, to mitigate against a risk
in the future, we’ll be lazy; we won’t do anything.
But if you tell us we have to change, we will.”
Think about that for a moment; think about
where we are as an industry.
In our industry, it appears that regulatory
changes may forever alter the ways in which
we serve clients and build our respective
businesses. But what if we do what hypercar
makers do and introduce change long before
it’s required of us? What if we took the time
to think far ahead of where we are now and
asked ourselves bigger questions about the
future than most of us are currently asking?
Allow me to offer an example of how I chose
to respond to this idea. I sat quietly, with
pen and paper, and considered what the ideal
financial planning business looks like … when
current constraints are no longer constraints.
If I were to deconstruct my advisory business,
how would I put it back together again if I
could make it look however I thought would
best serve the client’s needs and my needs?
To stir vision, I asked myself a number of
• Why do we have an office?
• Why are we inputting any client information
into any software more than once, ever?
• Why do I work year-round, five days per
week, with just a couple of weeks off?
• Why am I doing any work that others
could perform better than me, when there
are other tasks that I’m gifted at doing?
• Why aren’t we doing more with less,
rather than constantly feeling pressured
to add more complexity, like bigger offices,
bigger staff, bigger everything? Can’t “less,
but better” be our business approach?
You see, the hypercar builders set out to ac-
complish ridiculous feats, even before the means
of technology even exist, and even before change
is required, to make their dreams a reality. But
in the process, they find a way, they innovate,
they create. In other words, they force the world
around them to catch up to their vision of what’s
possible. What if you began doing the same?
Now, a word of caution. The great entrepre-
neur coach, Dan Sullivan, provided a fantastic
framework for being a “game changer” in his
book with the same title. In it he wrote, “Being
a game changer requires a long-term commit-
ment. It requires the instinct to want to change
the world permanently in the direction of your
game-changing idea. This means being willing to
put in 25 years to pull that off. It may not take
you 25 years to achieve your goal, but having
a 25-year commitment gives enough proof to
others that this is something worth betting on.”
I see this as both a caution and a challenge.
Like hypercar visionaries, there’s a big world
conspiring against you, eager to see you fail
to realize your vision. In order to deconstruct
your business and build it to suit your game-
changing vision, you really have to be commit-
ted. But even if you only make incremental
change by way of this process, is it not still
extremely valuable, maybe even a lot of fun?
Your practice may not become the equivalent of a 253-mph hypercar, but the process of
thinking like a hypercar visionary may pay off
in so many ways.