CHAPTER 1Hitting the Wall: The Why Behind The Supernova Multiplier
Supernova coaching was initially delivered in a 12-week, or 90-day course. Essentially, the program consisted of three months of weekly calls, with plenty of content to consume and learn in the days between each call. It broke down like this: four weeks of segmentation, four weeks of organization, four weeks of acquisition. The teams we coached were almost uniformly ready to be coached. They had any number of problems—chaotic offices, angry clients, plateaued production, on and on—but they were willing to show up and willing to change. And for the first two coaching phases, they usually did.
Financial Advisor teams with books that were bloated with accounts that had been haphazardly accumulated or were not governed by a minimum number of assets or a maximum number of households took to Supernova segmentation like a drowning man grabbing a lifeline. Supernova was, in many ways, saving their professional lives. Teams that operated like an emergency room on a full-moon Saturday night knew they needed a bullet-proof organizational system, and Supernova took them through every step. Some teams were so ready they grasped the logic behind the program and ran ahead excitedly. Nearly every team we coached embraced Supernova's segmentation and organization practices regardless of what ailed them. However, when it came to setting the stage for acquisition the results from many teams were disappointing.
Team after team, ...