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Sometimes You Should Retreat Before Pressing On

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Before modern military tactics were developed, it was common for the General to move to an elevated position to observe the battle. Typically, soldiers fighting face-to-face with their enemy were so focused on survival that they lacked perspective on whether they were winning or losing until the battle was over. The General’s view, however, prompted adjustments to increase the likelihood of victory.  

On Being Misunderstood

Thursday, October 29, 2015

by Land Bridgers

“Is it is Con-Sort-EE-Um, or is it Con-Sorsh-EE-Um?” 

“I’ve heard about your Brain Tank, I mean your Think Tank, no… no. It’s the Brain Trust, right?”

“I’ve heard good things about you folks at IFP.” 
“You mean, IFG?” 
“Yes, that’s what I said.”

In talking with potential advisors, wholesalers, B/D folks, and other people in the industry, it seems they just don’t understand us. They want to, but they can’t wrap their heads around what we have here at our Consortium. The idea of a collaborative group of independent advisors and the concept of Integrated Financial Group is so appealing to people…they just don’t see it as realistic.

How do you expect someone to believe that a group of advisors want to share ideas with each other and care for each other? Movie stars, athletes, politicians, and business tycoons are not known for giving up their secret to success. It might undermine their elite status. They might lose first place, or take a bump in ratings.

Then there’s the ‘C’ Word. Culture. Such a trap. The most practical definition of culture in business is: a way of thinking, behaving, or working that exists in a place or organization. When I talk about culture to prospective advisors, they typically respond the same way: “Everyone says they have what you have. What makes you so different?”

Now hear this—a place, a firm, or an institution on its own is not capable thinking, behaving, or working a certain way. 

It is not the firm that creates culture; it is the people

It’s not the firm that empowers caring and sharing; it is the people.

The unique way our advisors think, behave, and work…THAT is what makes our Consortium so amazing. Their willingness to do what they do—while at the same time caring for and sharing with their fellow members—separates us from the others.  

It may get lost in translation sometimes, but I know in my heart that once someone experiences the Brain Trust first-hand, they understand our Consortium is truly unique. The Culture Conversation becomes deep. The idea of access to a network of experienced colleagues willing to discuss strategies becomes real. 

The people who are a part of this group are meant to be here. We deeply value each and every member of the Brain Trust. And for me, if maintaining our culture means people don’t always ‘get it’, then I’m ok with being misunderstood.

Interested in learning more about the Brain Trust? Watch this video:

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