The important thing is that you want to be spending the time with your clients, and that's how you get paid the most.

Sometimes we get caught up so much on the paperwork. The optimal goal is for you to be the person that the family or the business can trust. They can talk to, build a relationship, and then your team members will be able to handle the rest. And it's been my mantra for the last almost seven years, trying to build a team.

Sometimes, as financial advisors, we have to wear different hats. One is the admin work, prospecting, financial planning, investment advisor, insurance advisor, and sometimes it's so complex. You have to find the things that you're good at. If you're good at building relationships, if you're good at trying to provide value to a specific market and becoming a specialist, you have to stick to it. That would allow you to have a lot of time for you to bring your production up once or twice, or three times or three multiples, and try to delegate what you're not good at. In my practice, I have a team of four people. I have an insurance specialist, I have a wealth specialist, and I have an office manager/assistant to try to keep me on my process.

And recently I've been able to go membership, Court of the Table in the last few years. And I'm planning to add one more member, because my career right now has evolved to different levels, and I want to delegate a block of my business to a junior advisor. So that way I'm keeping those relationships in my company. So, be able to delegate, to be able to have different segments in your business that you can actually give to your associate advisors.

So, you can focus maybe on your top 20 clients that you have in your company. And that's the way to do it. So that's the value of delegation, building a good team to support all the needs of your clients.