← The Efficient Advisor: Tactical Business Advice for Financial Planners
The Efficient Advisor: Tactical Business Advice for Financial Planners
384: The Truth About My 3-Day Workweek (Part 1)
01:06:42
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This episode is one of the most requested episodes I have ever recorded. If you've been around here for any length of time, you've probably heard me mention that I built a seven figure financial planning practice while working just three days a week. And every time I mention that, the questions start to pour in. Right? How is that possible? What systems did you have to have in place for that? What did your clients think? What kind of sacrifices did you have to make? Would you do it again? What, what about emergencies? Well, I asked all of you what you wanted to know about a three day work week. And wow, you guys delivered. Between LinkedIn and the efficient Advisor community Over on Facebook, I received more than 80 questions. So instead of giving you the polished highlight reel, I really want to give you the real story. Because the truth is, a three day work week, it's incredible, but it's not all butterflies and roses. It absolutely comes with trade offs. There are things that I absolutely loved about it and there were things that were, you know, a little harder than maybe most people realize. And there are definitely, definitely some misconceptions about how it actually worked. So today and in next week's episode, I'm answering all of your questions. Nothing is off limits. We'll talk about my schedule, my income, my family, client expectations, boundaries, vacations, whether I worked on my days off or not, what I gave up to make it happen, and whether I'd build my business the exact same way again if I were starting over today. And to answer all of your questions fully and to really give this conversation the space that it requires, I think I've broken it down into two episodes. So we're going to cover the timeline, like how long it took me to get there, how I ran my calendar, the scripts that we use, how our clients felt about it, how we talked to our clients about it, how I delegated to my team, how my team felt about it, and the systems that got us there. And then I'm going to give you a play by play of how you can get there too. So it's definitely going to be a two parter. You know me, I don't want to say high level. We're going to get into the nitty gritty on this one. And my hope isn't to convince you that everyone should work three days a week, right? It's not for everyone. My hope is to show you what's possible when you intentionally design your business instead of just letting your business happen to you. All right, so let's dive in.
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I'm James Matthews And I'm an advisor and director of wealth management at Consolidated Planning in Charlotte, North Carolina. I just finished the Efficient Advisor Systems to Scale program and I couldn't be happier with the results. I was struggling to grow and run my practice while also holding down a leadership role in our firm. I felt like I was constantly struggling to juggle all of the competing priorities and I didn't have a structure in place to manage my growth. Everything had been haphazard until I discovered Libby's coaching program. The biggest thing I took away from the program was that I needed to hire someone to help me implement the systems that she was teaching us. And she helped me figure out how to design that role to fit what I needed. I'm happy to say that I did find that person. And since completing the program, my practice's revenue has more than doubled and my client associate is now fully licensed and has moved up in her responsibilities. I feel more organized and confident in bringing on new clients, knowing that we have a well designed process that will make working with us a great experience. I cannot speak highly enough of Libby or the thought and effort she has put into making this program worthwhile. And I couldn't have done any of this without her.
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Before we jump in, I want to share something exciting. Over the next few weeks, I'm going to be curating a group of advisors to help them grow towards their first 1 million of revenue and beyond. It's called the Systems to Scale Group Coaching program. And here's what I know. What gets you to mid six figures stops there. So if you're at 500 to $700,000 a year of annual revenue, you probably feel this over. What got you here won't get you there. And you need someone inside of your business showing you the way forward. So over the next 10 months, you'll work with me personally and each other to refine your business model, prepare for hiring, simplify your operations, and build a business that grows more sustainably, more profitably, and more independently of you. Details are waiting for you atthe efficient advisor.com under the group coaching tab. But I have to warn you, spots will go fast. Okay. And one last thing, I promise before we get started. I know we have a lot of exciting stuff going on right now, but I want to make sure you know if you're, if you're like me, you buy a new piece of technology and you like learn how to use it minimum viable product wise. And then you feel like you never really have the time to hone your skills. Well, we are going to Change it. On July 28th at 4:00pm Eastern, Adam Holt from Asset Map is coming to we're going to, we're going to do a DIT instead of a diy. We're doing it together and we're going to build out your first asset map. So for the first time ever, they are doing a free trial of Asset Map and you can get in there and get started and get your first client. Like the goal is to have your first client fully loaded, fully built out and fully functional. And Adam's going to show us how he actually uses it live in his practice today. So make sure you register for that. You can find those details in the show notes. Okay. Now without further ado, let's talk about a three day work week.
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Foreign.
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If you're a financial advisor who wants a practice that runs without you working 60 hours a week, who wants to have energy left over for people you love, you are in the right place. I'm Libby Grywe, host of the Efficient Advisor. I built and sold a 7 figure 100 referral only planning practice as a solo advisor on all While working just three days a week and taking off 14 weeks a year so that I could be an awesome mom, a wife, a friend and a travel obsessed human. On this show I share the exact systems, processes and tiny tweaks to help you scale, get organized and dramatically reduce stress and overwhelm in your business. This is your Efficient Practice playbook. If you're ready to stop being the bottleneck and start being the CEO, let's dive in. Okay, so I have got your list of 80 plus questions about what it was like to work three days a week, how I built it, how I got there, how my team felt about it, clients, all of the things. But I want to make sure we start off with this question because this is the one I get a lot and I saw this repeated a couple of times is did you actually really only work three days? That is the question that everyone is secretly wondering. And the answer is yes. I was physically in the office three days a week. I wasn't meeting with clients on Wednesdays or Fridays. But of course I did occasionally think about the business, right? I'm a business owner after all. I never and it took a while to get there and we're going to talk about this but I never said like I am working three days a week and if I do anything on my off days, I'm a horrible business owner and a bad person. Right? Three days a week was the goal. But the goal was never to, like, not think about work. The goal was to build a business that didn't require me to be constantly available. And those are two different things. And I think that nuance is important as we enter this conversation together over the next couple of weeks. Because, yes, I did get to a place where I was completely detached on my Wednesdays and Fridays. I didn't check email. I didn't even have email on my phone. We'll talk about boundaries and some of the things that I put in place. I didn't bring my work computer home, but I do want to reiterate that it took a while to get there. And then, yeah, sometimes there are things that just happen, right? You have a kid that throws up on the bus and you have to go pick them up and bring them home on a Tuesday, and you weren't planning on that time. That time was supposed to be spent working on a plan for the Joneses. And yes, sometimes that stuff would trickle over onto a Wednesday or a Friday. And that was okay. That was the whole purpose of this, was to have margin in my life and to be able to be at home with my kids when they were small. Now, of course, they went to school, you know, when they became preschoolers and kindergarteners. And I'll talk a little bit about what I started doing with my time then. And no, it wasn't more work. It's super exciting and very daunting and all of the things. So I just want to make sure we're entering this conversation that it's not about, like, black and white, like, work, home. Now, the more I separated the two, the more boundaries I put in place, the more present I could be when I was at work. And the more present the goal was for me to be 100% all in when I was at work and 100% all in when I was at home. Because what I had found is after I had my boys, that especially my first, was that when I was home with him, I was thinking about work and trying to do worky things. And then when I was at work, I was thinking about him and trying to do homey things. And I realized for me, that I did have to create this more extreme separation. But keep in mind that that's what worked for me. I trust you as your business. This is your business. You know yourself, you know your tendencies, you know your capabilities. I mean, I'm going to ask you to push yourself a little bit in this conversation and to expand that thinking. But I trust you to do what's best for Your business. And I want to reiterate that if you say, I want to get down to a four day work week and not work on Fridays, and if there's a Friday that you have to crack open, open the laptop and get something done, you did not fail at a four day work week. Right. The goal, the goal is to build a business that just doesn't require you to be constantly available. Right. The goal isn't to be perfect. So I just want to make sure we start that conversation with this. Okay, so let's talk about kind of the setup or really what prompted and what drove and a schedule reduction for me. So when I started my practice in October of 2004. So we're going to talk timeline here too. So I started my practice October 2004, and I was grinding like a crazy person. We're talking 70, 80 hours a week. And one of the things that I loved about owning my own business and being an entrepreneur is that I could do whatever I wanted, whenever I wanted. Now keep in mind, at this time, I had no mortgage, I had no husband, and I had no children. So you're right. Right. So think blank slate. And I remember, like having this mentality of like, oh, I could work till midnight and I can sleep until noon and I can work Saturdays if I want to. And it worked for a while until it didn't. Right. Like, I knew I was on that fast track to burnout. So I was, I was probably grinding somewhere between 60 and 80 hours a week for the first year of my business. So a good solid 12 months of absolute crazy lady. And I was 23 years old. So this was my first big girl job out of college. And I had no experience in the real work world. So I had never experienced any systems or processes or standard operating procedures, even my internships. So you might know this, but I worked for the Cincinnati Reds in their promotions department. And even that I created the role. I, when I applied for the internship, I actually gave them this. I pitched this idea and they liked the idea so much, they said, hey, we actually want you to build this. So we're not going to hire you for the internship. We're going to hire you for this actual job and you're just going to go build this. So from day one, like, I never had a job that had, like, here's the system and you follow this and here's a standard operating procedure, even in my internships. So I, you know, just had to kind of create stuff on my own. And here's where my superpower Is is seeing how something should be done. But I'm not all that great at follow up. So my colby, I'm a 3493, meaning I have really high. So 9. I'm really high at Quick Start. I can start stuff. When I decided to start a podcast, I was like, I should start a podcast. And three days later, I had a podcast. I'm very high on Quick Start, very low on follow through. I'm a three. I needed people and we'll talk about who my people were on the team to follow the process so I can see a process. I know exactly how I want it done. I know where the, like, the details. I know how it should feel for our clients, where things should go, what I want to happen, what I want to have my team say from a script perspective or a template perspective for emails. But I was total garbage at following processes. So I want to start this with. I had no idea what I was doing in 2004 when I started my practice. I was a baby and I had no clue what the real world looked like and what would be required of me to step into a leadership role, a CEO role. So if that's you, like, welcome to the club. You're not alone. We're going to figure this out together. Okay, so 2004. So timeline wise, this was 2004. I was grinding it out. Probably about 2005 started. I had a really quick ascent in my business. Like, I, because of the grind, I did really well. I was the top performing rookie at Thrivent. I was outperforming a lot of the seasoned advisors in my region. Right. Like, I had the hustle thing down pat, but like I mentioned, I was on a quick track to burnout doing it that way. But I had a really quick ascent. So I had a lot of revenue coming in. I think my first year in the business, I made close to $250,000. I could look it up. I have a. I tracked my revenue every year, of course, but let's say around 250,000. Like I'm talking. I had a really amazing first year and I realized that then I was like, okay, I'm getting kind of exhausted. So I did kind of scale it back a smidge. For the next couple of years, I started creating a little bit more structure. I realized that this work whenever and stay up late and all of that elder millennial mindset that I had wasn't going to work long term. Right. So some trial and error happening here. And over those next three years, I still probably worked a solid 50 to 60 hours a week. Like I was still grinding pretty hard, still doing nights, still doing weekends, still working six days a week, seven days a week. You know, of course taking off for conferences and vacations. Like, I did start to relax a little bit in those years, but that's when I started to see like, okay, I need more structure. And initially I really rejected the idea of structure. Like, I didn't want to be one of those people who had to be at the office at 9 and stay till 3 and I didn't want all of this. And eventually, like long story short, eventually what I found is the structure was actually the thing that gave me freedom. And so that was the learning that I had over those three years is that the more structure I had in place, the more freedom I actually had in my life. So the three days a week that I ultimately got to were very structured. But because of that structure, I had a lot of freedom. So I was able to fully take off those Wednesdays and Fridays and be home playing doggy on the floor with my kids. So, okay, so here's happen. So running the business, doing exceedingly well, right? Working 60 hours a week, let's say, so started at 70 to 80, whittled it all the way down to 60 and was grinding away. And then I found out I was pregnant. Now it was great because my husband and I wanted a baby, but it was really scary because I knew there was no way that I could be the kind of mom that I wanted to be and work like that. Right? I knew I wanted to be home more. I knew I didn't want to be that mom that was constantly checking her email instead of paying attention to the soccer game. And I didn't want to be cracking open my laptop after the kids went in bed, you know, were in bed and ignoring my husband. And like, I knew there were like all of these things that I needed to accomplish in my life and be really great at. And I knew that I didn't have a real business at that time. Like, I remember like very vividly the moment where I'm like, oh, I don't have an actual business, like the kind that runs without me, that has systems, that has processes. I just have a very busy living and so pretty much immediately early on. So from a team structure, I'm going to weave that and we're going to have a very specific conversation about team and delegation and what my team schedule was and how they felt about my three day work week. But to give you some context, very early on I hired someone to do phone calls for me and then I realized that was the backwards strategy my company was obviously pushing. Like, oh, have someone make calls, make calls, make calls, fill your calendar. And I realized like, no, I was actually very good at making calls. I really needed someone to do paperwork and like crap that I wasn't good at. And I didn't like doing and did not fit my ADHD personality or mentality. So I actually flip flopped. That got rid of the phone caller. Hired my first part time assistant, fully unlicensed, so no licensing, fully new to the industry and she was working for me for I think we started at 10 hours a week. Like I'm the ultimate German Lutheran. Like some of those people out there have the if you build it, they will come mentality. They would just take leaps of faith and hire someone full time and say I'm, you know, every a player is going to pay for themselves. That was not my journey. I was a very big weenie when it came to spending money in my business early on. And so I hired Mary at 10 hours a week. And then like I remember being like, we're gonna bump it up to 12, now we're gonna bump it up to 15. I think the maximum that Mary ever worked for me was 20 hours a week. So it was me working my crazy hours and then I had part time, unlicensed Mary working up to max 20 hours a week. And I hired her. I think I got her up to 20 hours right around the time that I was delivering my baby. So very minimal help early on and very chaotic schedule. And the two of those are definitely, definitely related. There is a high correlation between having help and the amount of chaos and time that you're spending in your business. Highly correlated. So I had Mary at 20 hours a week. I. So we're talking this is a four year window, right? I went from no help, crazy person, hired a phone caller, brought in someone part time, worked them all the way up to 20 hours a week. And then I had my first baby. I had Cameron, who I had him in 2008 right after the market collapsed or right around the time the market was collapsing. So really crap timing for me as far as delivering a baby. Not the ideal maternity leave that I was hoping to have because of all of the craziness at work. However, it was a great opportunity for me to really, really realize how much I needed systems and processes. So when I had that realization like, wow, I don't really have a business, I just have a very, very busy Libby that's when I started Stepp to like, oh, man, I'm really not just an advisor. I really do own my own business. And when I started when I was 23 and everyone told me, oh, you own your own business, I was like, yay, that's so fun. I can do whatever I want. I didn't think about systems and processes and delegation and leadership, and I was excited to own my own business. But I thought of my own business as this free for all. And when I had Cameron, it was when I realized that I had to step up and run my business like a boss, like a CEO. I needed to develop a whole different set of skills. I needed to run my business differently. I basically had to step into a completely different version of myself. So during my pregnancy, Mary and I started documenting and building templates. Like, this was my first stab at standard operating procedures. And we started with the most commonly asked questions. The things that I was doing that didn't require a license, things that I could start to delegate immediately to Mary over the maternity leave. So that was kind of the forcing mechanism, if you will, of, okay, I need to get my poop in a group here, and I need to get some stuff documented so that she can handle these things while I'm out of the office. For my maternity leave and my first maternity leave, the goal was to take three months. Now, I did take five months with my second, and it was a night and day different experience. When I had my second child, I had a fully licensed person, so I'll talk about that progression. So when I found out I was pregnant with Cameron, the goal was for me to get down to three days a week. Like, that's ultimately where I knew I needed to be. But keep in mind, I was still doing like 50 to 60 hours before I had him. And of course, over that window of pregnancy is when I started documenting, started creating processes for Mary to follow, and I started getting really serious about my ideal week and started to do a lot more. And I'm going to share with you at the end of this of this series how to do time studies. Like, how to build a model week. Like, I. Again, there's a whole episode, episode number 12, designing your perfect week. So, like way back in the vault of this podcast, I walk you through my actual final model week. Like, this was a recording from a. We used to do a live coaching program when I was still with Thriven for thriving advisors. And they'd fly from all over the country and I would coach them on my team and I would Walk them through, like all of our systems and processes. Anyways, I did a video for that about my model week where I literally walk you through. Like, here's what I did and here's when I had appointments and here's what I did after my appointments and here's when I did my agendas and like, all of that, which, you know, now with AI and other way more sophisticated tools than I had, you can do that, all of that a lot faster. But that episode gives a lot of context and clarity around how to build an ideal week. So with Cameron's arrival, I wanted to get down to a more structured. So I knew I wanted to get down to 35 hours. So the first thing that I did was I took my calendar and I said, if I only had 35 hours, what would that look like? How would I spend my time and to get the maximum bang for my buck? And then what does that leave? What, what do I need to automate? What do I need to delegate? What do I need to delete? Like, what am I doing that's actually not moving the needle and not producing results? And then what else can I streamline? Like, how can I make it better, faster, smarter, cheaper, easier? How do I make it, you know, more repeatable for myself or for Mary? So that was kind of the first thing was creating this container, saying, like, Okay, I have 35 hours. Which 35 hours would I work? What does that look like? And I was still working two evenings a week at this point. So I had night appointments scheduled. I think I had a 5, a 6 and maybe a 7pM it's been a minute since I've looked at my earliest model week. I think I had a 5 and a 6 and then later moved it to one night and got rid of the second night and then had a 5, a 6 and a 7pm and then ultimately got rid of that. So it was this slow progression. So I didn't go from 80 hours a week down to just 24 overnight. It was creating this container, building a model calendar. And that also includes kind of theming out the year. And this is all stuff. If you join us for our group coaching program, I literally walk you through, like everything that we're talking about in this episode or these episodes we do inside of the group coaching program. So if you're joining us for this round that starts in August. Yay. I'm going to walk you through all of these exercises. We do all kinds of stuff to get you set up to have more design or control over your Schedule. But one of the things we talk about in the program is a annual cadence. So when I started looking at my ideal calendar, I started working with just a model week. Like, hey, if every week was exactly the same, what would that look like? What would be the times that I would be working? What would I be doing? What would I be doing in each time block and giving myself those controls or those containers? That's the best way to describe it of, like, this is what I'm supposed to be doing when I'm supposed to be doing it. And in the beginning, it was a little bit more loosey goosey because it was still four days a week. And, you know, I started this model week thing when I was still working the five days a week, and then slowly was like, okay, well, what if I delegated all of these things, right? Doing time studies, figuring out your automate, delegate, delete, streamline, right? Got me down to four. And then I was ultimately eliminating one of my evening appointments. And then I was down to three days a week with an evening, and then ultimately I eliminated the 7pm meeting slot. So it really was this very slow progression. And it took three years to get down to the model week. And if you go back to episode 12 or I did a replay of that episode, it's episode 226. Designing your model week. You can just go into, you know, Apple podcasts or Spotify or whatever podcast app you use, type in efficient advisor226, and there's actually a webpage. So if you go to the efficient advisor.com226, you can see a picture of my model week. So I was in the office Monday from 9am to potentially 7pm and those evening appointments, ultimately, like, originally they were bookable. Then they only became bookable for prospects. So I hope you can see, like, in this, I know I'm kind of like, I get to all of these questions, but I want to make sure I'm setting it up very, very clearly for you that it was a very slow progression and things changed over time. So I had two evenings time slots, two nights a week. Then I got down to one night. I'm sorry. I had three evening time slots two nights a week. Then I eliminated the 7pm Then I eliminated one of the evenings or, you know, whatever order. Hey, it's me popping in here to tell you something important. You know that saying, if you want to go fast, go alone. If you want to go far, go together. Look, you and I, we both know you can't do this alone as A financial advisor. You know your time is really precious and there is just so much to do. Chasing down documents, updating CRM notes, rescheduling appointments and slogging through your inbox shouldn't keep you from doing the work that only you can do, which is helping your clients grow their wealth and achieve financial freedom. The most valuable tool you have is delegation and the right hire can transform your practice and your life. Belay matches you with US based client service assistant and executive assistants who are background checked, identity verified and experienced in wealth management ops. And you guys, they can start you at just 10 hours a week. You don't have to be ready to go full time to get some support. To learn more, check out the resources tab on theofficientadvisor.com or click the link in the show Notes below. And then we made those evening appointments only available for highly qualified ideal candidates. Then Tuesdays I was in the office from 9 to 5 and then I was off on Wednesday. Thursday I was in the office from 8:30 to 5 and then I was off on Fridays. This was my cadence. And so some people asked like were you exhausted by the end of your three days like working at that capacity? And the answer was no, I didn't do so someone else asked like, well who answered the phone on Mondays and Fridays? Fridays. And I love that you assumed I took off Mondays and Fridays to have these really really long weekends. Nope. This was designed to work for me and what worked best for me. And you can do whatever works best for you. I trust you. I liked to go really hard on Monday and Tuesday and then knowing I had Wednesday home and then I could go really hard on Thursday and know that I had Friday home. And so some of the questions that people ask, let me get the sheet here. Were were you exhausted by these days? And the answer is no. Like I was able and even with ADHD I was able to follow my mod and I was able to get down to these three days and crush those days because I knew the reward was the freedom on Wednesdays and Friday to be fully detached from the business. I knew that I could step away and the business could run without me. And that reward was enough. Now I definitely know people in my world that do a schedule like this and go super hard and follow a model week and do this from this time to this time all week long. And they are amazing and that was just not my journey. So if that's you, I mean so some people listening to this, right? Not everybody wants to work three days. Not everybody wants to work four days. Some people love the grind. They love the 70, 80 hours a week. Great. If you do that intentionally with more structure, I guarantee you will quadruple or triple your revenue. So the interesting thing that was happening for me during this timeframe as well was my management team. So I had a managing partner. You know, they were looking at my practice and saying, oh, Libby, you're only growing by like 10 to 15% per year. That's not a healthy rate. You know, for four years into the business, you should be growing at a much faster clip. And what they didn't realize and what I, you know, and I feel really crappy after those meetings, but what I realized was I was literally reducing the number of hours that I was working by 2/3. Going from 80 to 24 is a massive decrease. And my revenue was still going up. So my revenue per hour, which is one of the calculations that we use when I talk about kind of unconventional KPIs, as a ways, as a way of measuring productivity, like how productive. Right, because there's a lot of people whose businesses go up 30% per year, but they're also working 30%. So it's not even like they're becoming more productive per hour. And that's where I really wanted to focus was how do I actually become more productive per hour per unit of time? And so while from the outside looking in, it looked like my income was only growing modestly, what I realized was my production, my revenue per hour was literally tripling and quadrupling. Ultimately to make over a million dollars of revenue, you know, net revenue part time, the productivity had to be there. Right? It wasn't just grind more, work harder, make more money. Okay, so I want to get into some more of your specific questions. So how long did it take to get to this place? So this was a progression of starting at 80 hours a week in 2004, getting down to the three day a week schedule really solidified about a year after I had Parker. So Cameron came September of 2008, and then Parker came January of 2011. And I think I was down to three days a week, kind of about maybe nine, 10 months after I had Parker. And I did take a five month maternity leave with him. And it was a vastly different experience. So in the meantime, I ended up getting rid of Mary. Mary was mostly playing solitaire, I think is what was happening. She played a lot of solitaire. Oh no, Minesweeper. It was Minesweeper. She played a lot of Minesweeper. Do you guys remember Minesweeper Anyways, she played a lot of minesweeper. She wasn't all that great of a, of an, of a team member. And I got rid of Mary. I found out she was stealing from me and hired Lori. And people ask like well how did you find Lori? God literally dropped her in my lap. I fired Mary on a Friday. I cried all weekend long. What am I gonna do? How am I gonna do this? I have, you know, young baby. Like this is crazy because Cameron was just a little guy. And literally Monday a recruiter called me and was like, hey, we have a fully licensed operations manager in Florida who is moving to Ohio for her husband's job. Do you know of anyone looking for licensed help? And I was like sweet baby Jesus, yes I do. And so God literally dropped her in my lap and she was looking for full time work. But again I was, you know, a nervous nelly German Lutheran and I was like I can afford her at her rate 20 hours a week. And she needed a full time job. So I found somebody else at thrivent to split her with me. And I quickly gobbled up so her name was Stephanie. So Stephanie also used Lori for a while. And then I gobbled up, bubbled up Stephanie's time and eventually told Stephanie like too bad, I need her full time. And once I saw the leverage that a operationally minded fully licensed person could bring to the table, y', all, it was on like she was the reason. So a lot of people asked in the questions, you know, could you do it yourself? Like what do you think of a solo advisor doing a three day work week? Could you have scaled it to the level that you scaled it it without support staff? And I mean I think anything is possible if you structure it properly. And I think in today's world with agencic AI like there's a lot of things that you can do. But I will say for me in 2010 era, no, I could not have done it without my team. And so I got down to the, to the three day work week with having a. She was probably 30 hours at the time, fully licensed person and then ultimately brought her on to 40 hours probably by the time Parker was like one one and a half. So again, slow progression, but still one fully licensed support person. Then as the practice continued to grow and scale, we unlocked the next level by having and over this window too. So right over the time from finding out I was pregnant with Cameron in 2008 to being three days a week with, you know, having Cameron and Parker by kind of mid-2012, we built systems and processes. This is where I spent a lot of my time. And I had time blocks in my calendar that were CEO time that was working on the processes. And you've heard me talk about the eight core processes that exist in every practice. Like we had to build those out. We had to build ways to replicate my brain to Lori. And Lori was amazing. She was really good at building out SOPs. She created this giant book that was her bible of processes and how to bladder checks and how when we had a account come in that was owned by a trust, how to do it this way versus that way. She was really good at capturing those processes, like the detail you work. And I started systematizing the work that I was doing. So I would say we both kind of had our own lane there for a while where she was just documenting the day to day crap that I had her doing. And then I was starting to build systems and processes around my prospecting processes, my prospect to client process, which is financial planning. Right. How do we document discovery, connecting, gathering of data, inputting of data, analyzing of data, drafting recommendations. You know, how do I train her to think like me? Like how do I systematize all of that? And again, this would be a 12 hour podcast episode we spend just on the prospect to client process. I think we spend almost a month and a half to two months, month and a half, I would say in our group coaching program just on this process alone because there's, there's so much. And the more I document it, the more templates I built, the more I could turn over to her. So this is where the game changed for me personally was having someone who was indeed fully licensed. Okay. And I want to talk quickly about how our clients perceived it. So we never openly told our clients, hey, Libby only works three days a week. It was just never a discussion. It was, you know, and this is the beauty of having a third party or even if you're having to do it yourself, right. Having some scripts in place. So when we would be talking to clients and Lori would be booking them. So this was pre calendar. Right now you just set up your calendar to only have availability on those three days. So Lori would just say, oh yeah. Libby actually only holds client facing appointments on Mondays, Tuesdays and Thursdays. Here's some times that are available. Which one works best for you? And right. And we just, we just kind of set the bar that that's what happens, you know. And, and as we move from clients that, you know, we're meeting at night now, they're not, you know, it's only for prospects. It was, hey, I hope you can appreciate, you know, Libby has small children and she wants to be around the dinner table with them in the evenings. We now have technology. Like, this is when Zoom was first coming out, right. Like, we started. We were early adopters of Zoom in like 2016, right. So we would use language like, like, well, we can meet over lunch. We can be available, you know, in the morning. Like, would you be able to scooch out of work a little early? We work during professional hours. Like, there's a lot of language that you can use. And we had in our office and this is something I also teach in the Systems to Scale group coaching program. We had a thing called Guided Responses and I did an episode on it. You can go back and listen to the Guided Responses episode, but this is like where you can kind of create those scripts so as you get pushback from clients. And it was amazing to me. The more we push back on clients, the more all of a sudden their schedules opened up, right? Like, oh, actually we're only available during, you know, business hours. Oh, okay. Well, you know, is there any way that you could scooch out of work early at 4pm? We have a 4pm available. Or would you like to come in over your lunch break? Or would you just like to talk to Libby over the phone? Right. Like, we wanted to be accommodating and set some boundaries and that was really just how we did it. Lori would just say, Libby is available on Mondays, Tuesdays and Thursdays at these times. And if they push back, she always used the language. I hope you can appreciate, she'd say, I hope you can appreciate that Libby actually reserves Wednesdays and Fridays for non client facing things. Right. We don't have to be really specific. She doesn't feel like, oh, she's at home, you know, playing with her kids, wearing her yoga pants and not showering and just being lazy, right? Like, no, we can structure the conversation and this is where you have to be really clear with your team. And this is where having something like a Guided Responses and having conversations around this and stepping into that CEO role and saying, like, look, we don't, we don't want our clients thinking like, I'm a lazy bum. So my best friend Jen, who's an advisor, she's been on the show many times. She's a mom of four, she works three days a week. She uses her Wednesdays to work on the business. So those are her, like, fill her bucket days where because She's a business owner. Right. And this is where at the top of the episode I said it's not necessarily about like not thinking about your business or not working on your business. It's about creating containers. So Jen, she is in the office three days a week, but she has a Wednesday morning routine where she does a coaching call with her coach and then she does some goal mapping for the week and then she listens to a podcast or reads a book or something that about her business, you know, to improve her business, to fill her bucket. And then she has the rest of the day to do, you know, target runs and, and put food in a crock pot and all of that stuff. And so don't think of it so rigid. Right? It can be whatever you need it to be. So if you love working on your business, and I will say this too, for me, I got that question so many times, like, well, when did you think about the business? Were you listening to podcasts or businessy things? Yeah, absolutely. If I was in the car by myself, I had a podcast on. If I was, if I had like three seconds to myself, which never seemed to happen. Yeah, I was reading. I still had a morning routine where I read 10 to 15 pages every single morning of a book, like a business book. So I was still doing that. I was still in that mode. I mean, I am who I am, right? You can't unwire. If you are an entrepreneur and you think entrepreneurially and you're wanting to grow your business and you love ideas and you love reading, like, yes, do that. It doesn't mean a three day work week or a four day work week does not mean that you can't do personal development and business development and think about your business outside of the office. Right. Like, you can still certainly work on those things. You just get to decide what that looks like for you and what works for you. So like for Jen, she works in the office three days a week, but she has, you know, three or four hours on a Wednesday of dreaming time. And now her, you know, her kids are oldest, her youngest is now, you know, a middle schooler. So she has that space to do that. But it doesn't mean she has to go back into the office and grind and do client facing meetings. Right. It's just however you want to design your business. And I think it's worth noting here too, that my entire team, ultimately we got down to a four day work week for everyone. So I want to talk about that quick too. So the timeline here, 2012, I got down to three days a week. My fully licensed director of operations and I were doing our thing. As we started to grow, we slowly added, we added a back office person. So Amy was about 30 hours a week and she did all of our back end operations. So she took over inputting all of our data. She took over all of the meeting prep and post meeting follow up. So Amy was the one prepping for my client meetings. She was the one prepping the agendas, prepping all of the details that I would need, prepping for our theme, pulling client notes, scanning through them, looking for details like Amy was in charge of those things. Then after the meeting, Amy was in charge of all of the follow up. So if we needed to send a, I don't know, beneficiary update form, Amy took care of that. Anything licensed, Lori still did. So anything that required like applications or trades, Lori was handling those and Amy was handling all of our, our like back end. So she did, when we were bringing on new clients, she did the data entry into MoneyGuide Pro. When we were doing plan updates for clients, she took care of getting the data and putting that in. She very rarely interacted with clients though she was behind the scenes. Then we brought in Lisa. Lisa was about 24 hours a week, sometimes 30 hours a week, depending on what we had going on. And Lisa was our client facing team members. So she greeted clients that came in physically in person, she got them coffee, she set up the conference room, she was booking their next meeting. Anytime we needed to call a client or communicate with a client, Lisa was the one doing that. She was handling client gifts. Any events that we did, any. We didn't really do a lot of social media or marketing at the end when we had Lisa, but anything like that we did. When we were hosting the workshops for advisors to build systems and processes, Lisa was doing a lot of that coordination with the location that we did it and getting the hotel and the conference room booked. And she was in charge of coordinating the meals. And we had a coach bus that took us to some off site dinners. So she was in charge of all of that kind of stuff. Anything that was kind of fun client facing. She kept the office up and running, made sure we had all of the right prospectuses and collateral and that everything was up to date. And. And she did a lot of support to Lori. So Lori was the director of operations was her title and Amy and Lisa were underneath her. So everything flowed through Lori. Lori. Lori ran the whole thing. She told me what to do, she gave direction to Lisa And Amy, she ran their one on ones. She was in charge of distributing tasks and that was the greatest thing ever. So I had really one person reporting to me versus three. So that was a game changer for me is not having, because we tried previously having me do the one on ones and everyone reporting to me and it was just too many questions. So everything rolled up through Lori. But I did also, you know, definitely make time to build relationship and connect with both Lisa and Amy. Okay, so this is a good point to answer some more of the questions. So, so Paul asked, you know, who answered the phone on Mondays and Fridays? Well, our entire office was closed on Fridays, so they answered the phone on Wednesdays when I wasn't there. But they also answered the phone on Mondays, Tuesdays and Thursdays when I was there. I ultimately did not answer the phone. We got very into our lanes and they did a great job protecting my model week and my schedule. And I had very set times on my calendar. If you go back and listen to that episode 12 or 224, I talk about when I did client callbacks, but my team answered the phone every day and we just told our clients it was all in the onboarding, you know, so if you've done the first 100 days course, you know, you've heard me talk about, it's all about setting expectations in the very beginning. So we would let our clients know when we got down to a four day work week for everyone. And this was a choice that I gave the team. I, I appreciated the flexibility. So this kind of plays into did your team resent you? And some of the questions I got around that, that is, I gave my team flexibility to choose really when and where and how they worked. The requirements were they had to be in the office certain times and the phone had to be covered from this time to this time. And then I let them kind of flex around that. So ultimately everyone decided that four days was best for them. Everyone loved working longer days, so they still worked. So Lori was 40 hours a week. So she still worked her 40 hours. So she did four tensions. And that gave us the ability to be available to clients before traditional hours and after traditional hours. And it gave her a whole day. She loved it. If I'm going to do my hair and get dressed and go to work, I might as well just work the extra two hours and then I don't have to work on Friday. And that's the day I can get my hair done and my nails and run to Target and do my doctor's Appointments, and then she had her weekends to be fully present for her family. So I did an episode on flexibility as a currency for your team. And this is where I think a lot of the resentment didn't build in my team because they had the ultimate flexibility. Like, they saw that that was my desire and my goal, and I wanted that for them, too. So if they had to leave on Tuesday to go to a doctor's appointment. Yeah, I don't know, hang out an extra hour on Wednesday. We were really flexible around schedule, and I think that's one of the things that. That, you know, really helped keep resentment at bay. Okay. And I loved this question someone asked. How long was the wait time for someone to get on your calendar? Did it look different for clients versus prospects? So loved this question. Our clients were on a very, very organized client service model. We had a very, very robust client service model. Again, it's something we teach in the systems to scale group coaching program, where we knew exactly how many hours of our time collectively as a team, including my time versus Lori's time versus, you know, Amy and Lisa's time to. To serve an A client. We knew how many hours it took of our team collectively to serve a B client, to serve a C client. And we had a very specific meeting cadence that was coordinated and organized. So our clients knew when their next scheduled meeting was and if something popped up. And again, I've done episodes on all of this. If something popped up in between, it depended on the severity. Right. Like in financial planning, there's not a lot of emergencies. So if there was something that only I could handle, very rarely was that the case. 99% of the time, Lori could handle it because she was fully licensed. If the client had a need, she could take care of it. She could ask me my opinion, I would give it to her, and she'd knock it out if there was a need. So in our model week, we had two time slots. And I. And I teach this, and I think I've done an episode on this too. We had two time slots for what we called VIP appointments, which were just very important. So this could be availability in the calendar for a prospect. This could be used for one of our best clients that had an emergency or need come up. This could be a client that was an existing client that needed to do business with us. Right. They left their job. They had. So we had flexibility built into the schedule. If the VIP time slots weren't filled, it was time for me to do deep work or to work on something else. But if the time slots did get filled, they were there and available for those clients. So we had VIP time slots built into the calendar so that it didn't get crazy and our prospects were the only ones that could book those evening appointments. So it really was maybe. And there's a delicate balance, right? You don't want it to be like, yeah, sure, come in tomorrow. Right? We didn't want to seem too available and we weren't that available. But it also wasn't like, hey, coming in two months, usually we could get them in within two to three weeks. So I love that question. Another question that I got was, how did you set expectations with clients that you would respond to non urgent questions? Maybe not the same day. So when we were onboarding our clients, we were very clear about what was an emergency. So when we were explaining, hey, our office is fully closed, so when the girls all decided, hey, we don't want to work on Fridays, which wasn't always true, right? So like if someone took an entire Wednesday off because it was their kid's birthday and they wanted to go to school and take cupcakes and stuff, maybe they'd pop in on a Friday again, I think like we don't have to think so rigid about a three day work week or a four day work week or a 40 hour work week, right? You know that you can bend and flex or whatever. But we would just tell clients, hey, we are fully closed on Fridays, so if you call, you will indeed get our voicemail and we will return your call on Mondays. And here's what is an emergency and here's what you can do. So if a client called and they absolutely needed to be wired $20,000 that day, they could call our corporate office, ask for brokerage and get those trades placed, right? So they still had a mechanism for getting something done. And I will tell you, in the probably 10 years, let's see, well, 10 years that we ran a reduced schedule where there were days where there was nobody in the office. I don't even know if that happened once. Like the best thing about financial planning is there are no emergencies, right? Like needing to change your beneficiary is not an emergency, having a question about your account, not an emergency. And so we just trained our clients from day one that like, hey, the good news, there's no emergencies in financial planning. Very rarely, no one's going to die on the table, but we will call you back first thing Monday morning. So on my team's model week, so they absolutely had model weeks as well. They had callback times. That was one of the first things that they did Monday morning. And I will tell you that when I sold the practice in 2019, very rarely, like, and most of the time, like, was there anything that happened on a Friday. Most of the time it was a client calling just because they had something on their mind. And they're like, hey, it's me. I know you guys won't get in until Monday. Call me when you get great. So it was just setting expectations and that, you know, we were not going to, you know, that we. And there's a whole bunch of language in the first 100 days course in the group coaching program about this. But we would set the expectation with clients that, hey, Libby's job is meeting with clients, overseeing their financial strategy, overseeing the investment strategy of the portfolios. And when she's in a meeting, she gives undivided attention. And then we did have the set callbacks. And that's the thing I liked about the Monday, Tuesday, Thursday is there was never really more than one business day that I personally, personally was out, and my whole office was closed on Friday. So that kind of didn't even matter. And because I had a fully licensed staff with systems and processes and procedures in place, they could handle the vast majority. It was actually very rare that something only required my attention. And if it was an absolute emergency, Lori would just call me or text me like, hey, there's an emergency. I really need to talk to you. And I would just call her back again. It wasn't this rigid thing where, like, I was untouchable on Wednesdays and Fridays, like, I did, you know, we put boundaries in place that it would be that way. Or like, hey, do not call me unless it's an absolute emergency. And here's what an emergency looks like, right? An emergency is not. The toilet's clogged. Like, no, you have permission and access to call a plumber. Like, call a plumber. You don't have to call me, call a plumber. I don't know how to fix it. So, you know, there very rarely was something that that was an absolute emergency on my days off. But I did make it very clear, like, I did not bring my computer home from the office. I did not have access. I did things that made it easier. So I did have some boundaries around it, because in the beginning, I would still have my phone and I would find myself. And this is important, too, that it was a progression, right? It didn't go from black and white. It was very much a merging from black to White. Like, there was a lot of gray where I was at home, but maybe I was working for an hour on my laptop in the morning before the kids got up and then slowly figuring out like, okay, what process do I need to build to get that, to get rid of those things? So it was just a slow progression. I just want to constantly say, and it wasn't perfect, but ultimately it was. The more present I could be at home, the more present I was at home, and the more present I could be in the office, the more present. And I did try to delineate the two. So I didn't have access to Salesforce on my phone. I had ended up deleting it because it became a problem. Right. I didn't have access to my working money email because again, I would naturally like, you know, just putz around and be like, oh, I should check my email really quick. And then I was like, oh my gosh, something's on fire. You know, and. And the more I gave my team, the more I empowered my team with processes, with systems, with the ability, like giving them permission to do things, to solve, the better that became and ultimately was able to really get to a black and white workday, non work day. And another one of the questions that was asked was, you know, how long did it actually take to get your system set up and fully functional, not needing a tweak with each use? It's a process is a progression. The goal is to ultimately get to a place where you can memorialize a process, but it still probably needs to be touched. Especially now with AI at least every other year. And it just, it took a while. And it wasn't like, oh, I built all of the processes and we rolled them all out at the same time. It was, oh, hey, a client called in while you were on vacation and needed $20,000. Or hey, clients call in and they need money for a vacation or a car. And I have to keep bugging you about it. Libby. So let's put a process in place where each client has a on file. This is where the first $20,000 of need would come from. So then now. And then it would take a whole year, right? As we saw every client, we'd create that for them. Say, okay, for the Smiths, we're going to take it from their limited maturity bond fund if they need up to $20,000 and we document that in Salesforce or in their client overview sheet. And my team would then know, okay, if so and so needs money from an account. Here's the one we Use. So it took a year to see all of the clients to roll that all out. Right. So it takes, it just takes time. You have to just pick processes. Now I can tell you in 10 months together in the group coaching program, we can get a lot of those processes is built. But even then at the end you're still going to test them and tweak them. Just because they sound amazing on paper or they worked really well with one client doesn't mean they're going to work perfectly with five or six. So if you're sending an email template after your discovery call and you're getting the same three questions back, okay, that means it's time to update that email template to answer those three questions. So you just have to kind of look at process as something that is in evolution and you have to just start with version one and then build upon it. And then, yeah, you'll eventually get to a place where you're like, oh, that's actually pretty good. We can work on something else. And you will memorialize them. Okay. And another question that was asked was, I love this. It said, how many appointments did you take on each of those three days? I might be misremembering, but I think I heard you say seven a day. And I responded to this one on LinkedIn and I think I told her like sweet baby Jesus, I would have died if I did seven appointments in a day day. I think the max I did was four or five max. And again, I only had to do it three days a week. And that included VIP time slots. So those weren't always filled. But we want your goal as an advisor. The more efficient you become, the more you are spending, the higher percentage of your time you are spending in front of clients. So I was working 24 hours a week and I was spending, let's see, 5, 6, 13 of those hours in front of clients. So was it a lot? Yes. But I also had Wednesdays and Fridays to like fully recoup. So I had a four day weekend, every single weekend and a day off in the middle of the week. I think it would have been different if I was trying to do that Tuesday, Wednesday, Thursday. So this is where like building and I have a lot of advisors that have come through our program that have gotten down to three days a week that do like Monday, Tuesday, Thursday. Some do Monday, Wednesday, Thursday. Some do that Tuesday, Wednesday, Thursday. Some people do Wednesday, Thursday, Friday. Some people do Monday, Tuesday, Wednesday. Like you just have to figure out what works for you. But yeah, no seven appointments. I probably would have died. I don't know. Like the folks that do surge at that level for weeks on end. That was just not my journey. Yeah, that did not work. That did not work for me. Another question that I loved was, I run a three day work week right now. See, I'm not a unicorn. A lot of advisors are doing this and my older clients constantly complain that I'm never quote in the seat, but I'm always willing to call them back the same day. So it sounds like this person, this individual is still accessing her business. Again, this is where we want to be flexible. Right. She's maybe not at the office, but is available to answer calls or call back. Great. So I asked her and I was like, wait, how do your clients even know that you're not there in the same. And she said she took over a business that the previous advisor always said, stop in anytime you want a coffee or a snack. And so these clients pop in and she's not there. This I would do a re onboarding and just reset expectations with your clients. And you could say, you know, I'm here in the office and Wednesdays and Fridays I am off site doing on the business work or heads down work or deep work. Like, you could just start to reframe it for your clients that you're not always there and available to chat. You could even say, like, with the number of people we have popping in. Right. For coffee and snacks, I actually get really distracted. In order for me to be able to do a really great job for you, I need to be off site two days a week. That's how I would solve that problem. So a lot of questions about scripting. How did you tell your clients that you were only going to work three days a week? Again, I didn't. We didn't share that with our clients. We just said these are the days that we hold appointments. And then things like I just said, yeah. Hope you can appreciate Libby is off site on Wednesdays and Fridays to work on the business. Like, you don't have to say she's at home in her underwear. Right. Like, you can, you can phrase it off site. You don't have to be, you know, forward and tell your clients, like, oh, I'm home on Wednesdays because I want to be home with my kids. You can just say we hold meetings on Mondays, Tuesdays and Thursdays or whatever your schedule is. And again, so many questions on here about like, was there really work behind the scenes? You know, ultimately I ended up where it was. No. My, my Wednesdays and my Fridays were truly off off. And the way that I did it once my kids were school age, so when they were little, it was all about them. Once they were school age, Wednesdays became my personal day where I. That is where I got my nails done, I got my hair done. That's when I went to the doctor's office. That's when I went and did Target returns. This is when I went out with girlfriends for coffee. And I got really clear that those days were my days to do all of the maintenance y things that a lady needs to do, right? See the doctors, go to the dentist and socialize. So those. That was my day. Wednesday Fridays became kind of my social and or project day. So this is the day that I did all of those projects that needed to be done. I'll explain how I do that now in my current three day work week. So that's all the projects that I needed to do. So like, I really need to go through the kids drawers and get rid of all of the clothes that they've outgrown or switch their clothes from summer to fall clothes. Like, that's the day. So Fridays were project days and I absolutely loved this. And I still carry that forward now. Now my Fridays rotate between a project, a home based project, or like a lake house based project. And then they rotate between that and maybe a business project. So if there's like, oh, I'm trying to, like right now I'm trying to train an AI tool on my first 100 days course to make like a Q and a portal for it. And so like, okay, I'm gonna take a Friday. I'm gonna use four hours of a Friday to like learn how to do that, start, you know, getting my VA to do the uploading of all of the, you know, the scripts and the materials and all right, so I might do a businessy project now on a, on a Friday. And I don't feel that bad about it. So do I work a three day work week? Yes. And sometimes no. Sometimes I work a little more on my business if I feel like it or if there's a lot going on. I loved Fridays to do projects, Clean out the closet, rearrange the storage room, put up the Christmas decorations. And then again, I had my whole weekend to be fully present. So that's how I did it. Now again, it was a progression to get there. Right? It did bleed over onto Wednesdays and Fridays. So a lot of advisors in the group coaching program will start with like, hey, my goal is to take a Friday off or maybe Fridays all summer. So it might be, hey, hey, what would happen? What would need to happen? What would you need to put in place? What evolution would it require for you to leave every Friday at 2 instead of 5? Or what would it require of you to leave at noon? What would happen if you left at noon now? What would happen if you didn't show up every other Friday and then the other Fridays you left at noon now? What would happen if you took a whole summer's worth of Fridays off? Right? And so it can be this evolution. So don't think of it as a. I have to say I'm working a three day work week and I have to execute it perfectly. It really is this slow, like a slow burn because you have to figure out what you need to train away or what you need to get rid of in order to do it. The other thing I will say is everything takes the amount of time that you give it. So and I say this probably 12 times in the model week episodes, but everything takes the amount of time that you give it. So if you give yourself three hours to work on a financial plan, it'll take you three hours to work on a financial plan. If you give yourself two hours and say, I'm going to do the best I can and then I'm going to ship it at the end of this two hours, you will be shocked that it can take you one third of the time less and have the amazing same output. Or at some point is it diminishing? Law of Returns. Is working three and a half hours on this plan really going to get you better results than three hours? Is three hours really going to get you better results than two? You have to figure out what those are. But give yourself those hard stops, those containers. That's where a model week is massively helpful. That like, so today I have a certain amount of time to get this podcast recorded and it's going to be great and I'm going to get it done and then I'm going to record part two later today when I have another time block and that's the amount of time it's going to take. So that's what I'm going to get it. Like, is it perfect? Nope. But it's going to get done and it's going to get done in the time that I set aside for it. Okay, so this episode is running a little long. We're at over an hour now. Sorry guys, I am going to go ahead and stop here and then next week we're going to Pick up with some more specific stuff around my client service model, how many households I served, how I got my team on board, my annual business flow. I'm trying to look at all these other questions that you have. So part two of this episode is going to be answering some of these additional episodes. I think today we mostly covered like the schedule, what was happening, how, you know, how did I whittle it down, what were some of the scripts, what were some of the boundaries, response times, wait times, emergencies. Next week I'm going to get into team a little bit more. I'm going to get into business metrics. You guys asked a lot of questions about how many households, what was your revenue at that time? Could it have been bigger? Could a solo advisor do it? So I have a bunch of answers for those. I will come back next week and then I'm also going to get in into what's your play by play. Like how if you're thinking about getting into a model week, a model calendar, annual flows, like, we'll talk about all that stuff, but we'll talk about how to actually do this for yourself and what that would look like. What should you consider? Especially if you and your team have been both, you know, both of you, all of you have been working a lot. What would I do differently? So a lot of my team came on when I had already been working a three day work week. So it was a little different to bring people into that vibe versus me just standing up one day and saying, guess what, here's what we're doing moving forward. I'm only going to work two days a week and sucks to be you guys. So we'll talk about the pressure that this puts on your team, how your team got all of their stuff done. I have a lot more questions from you guys so I will follow up with you next week and I hope you guys have an amazing time until then. And again, I would encourage you if you're like, I don't even know where to start with all of this. Like, this all sounds amazing, but it feels like I need a lot in order to get down to a three day work week. Yeah, the answer is yeah, you do need a lot. And I again would love to invite you to join us. We are currently enrolling for our August 20th start of the systems to scale group coaching program. I would love for you to join us. This is one of the best ways to start getting yourself super organized and ready to go. So that if you do want to reduce your schedule, great. Or if you just want to stop feeling like you're grinding and, and, you know, running around like a chicken with your head cut off all the time and starting to bring even the 40 hour week into a little less of a chaotic space, then I would love for you to check it out. You can learn more over@theofficientadvisor.com or in the show notes below.