Ep #9: Grow Your Team By Knowing Your Team

Welcome back to another episode of the Advisor Summit podcast where industry innovators and thought leaders come together to elevate the way we serve, scale and succeed. Today's guest is someone whose name carries serious weight in the world of advisor development, Christina Gilbert. As an advisor development coach, Christina has made it her mission to help financial business owners break through barriers, align their teams, and build firms that are both high performing and future focused. With experience as a financial advisor herself, Christina brings unmatched empathy and insight to her coaching. Her work with advisors spans digital strategy, marketing and practice management, all backed by frameworks from strategic coach, eos, strengths finders and disc. She's also a self proclaimed technology junkie who knows how to turn systems into serious growth engines. Streamlining, planning, boosting accountability, and transforming how advisory routines operate from the inside out. Christina's leadership is powerful, practical, and deeply respected across the industry. And today we're lucky to have her here. Hi Christina, thanks so much for coming on the Advisors Summit. We're so excited to learn from you and just kind of hear about what you do and how you help advisors.

Awesome. Thanks so much for having me, Molly.

Yeah, let's get started. So you wear a lot of hats. Not only mom and wife, of course, but also you're a coach, you're an implementer, an educator. Kind of talk to me a bit about the journey of getting into kind of this niche market where all of those things kind of align together.

Yeah, my resume is definitely not a straight path, so my background is actually I have a master's degree in early childhood education, which really. Well, as a parent, I won't lie to you. But beyond that, you know, I taught, I taught kindergarten for a couple of years and then I realized very quickly that if I continue to teach preschool and kindergarten, I probably wouldn't want to have my own kids. Yeah, that's out of that. And then my family, I come from a family of helpers. Right. We want to be people who are helping the society around them. And so, you know, my natural pivot from there was to go into nonprofit. And I've actually been the executive director of a nonprofit here in town. I've worked on several boards, but I realized that working in nonprofit, you know, there, there's some financial implications there that come around and I, I found that once I entered finance, I was able to better support those organizations financially than I could have ever dreamed. Working, you know, as an in the.

Business, it's still helping, it's just a different role. I feel like that's encouraging to Anyone. It's not necessarily always hands on if you don't have time, space or energy to help people. But there's a way to help regardless, so there's no excuses.

So, you know, I kind of pivoted from there and I was actually picked up by a financial firm who said, hey, you like helping people? You like serving fields? Be a financial advisor in the industry. And so that's how I kind of got into finance. And it was an interesting several years. I was not a bad producer, I was actually pretty good at it. But when you work. So I worked with Northwestern Mutual, which is a fantastic company in the industry and they have wonderful training. So they have some of the best training in the industry. And what I found was that as a financial advisor in that kind of a system, I felt really isolated because it was me against the world, you know what I mean? And some people really thrive in that environment and I just did not. But as a result, you know, I was in a leadership program here in my community and I met, you know, a friend of a friend who, yep, pivoted me into this sort of FMO world. And that's kind of where I landed and how I got here.

Yeah, that's amazing. It's really cool too to see, like you probably took pieces of, you know, teaching and of the nonprofit to bring into this. I always just like want to encourage people too. I don't think any path is linear. I think it's almost just as important to learn what you don't like and then that in turn will help you find what you do like. So that is huge.

And I think in finance it's this really unique opportunity. Everything is so equation driven, right? Where you can say, hey, I want to make this kind of money, I want to do this kind of job, I want to provide this kind of service. And all you have to do is back yourself into it with an equation and say, hey, it's possible if you.

Do this, reverse engineer it, right?

And so this industry I think is just a, I mean, it's just an amazing environment for self creation almost where you can say, what do you want to be when you grow up and talk to somebody about it and then find an equation to make it happen. So.

And you can always pivot too. I feel like this industry is so big, there's literally the options are endless. So I always think too, when people complain, they're like, man, I hate my job. I'm like, find another one. Like, there's a lot of options out there. So.

And I'M so sad when I find people who don't like their jobs. I don't think everybody loves their job every single day, but I sure as heck love mine.

And yes, and it's huge. And when you're passionate about something, that really helps because it's like, gosh, like I really enjoy this and that's what's important. So you kind of describe, I mean, I think this is so fitting for you. You describe your mentality as clear, as kind, and that's kind of how you do, you know, your coaching and your implementing. Can you kind of break down what that means in the financial advisory world and kind of how that impacts the teams you work with?

Yeah. So from a clearest kind, I think it goes back to the equation. Nobody knows what to do if you don't outline the expectations for them. And I think some of us, you know, are people pleasers or we want to just be nice. And I think you can be really nice and be really clear at the same time because your A players, they want to know what the expectations are so they can surpass them. And there's no way to, to know that if the target is moving on people all of the time. And so if you can figure out how to be nice and say what it is that you mean to say and define the expectations for your organization, for your family, for your spouse, whatever it is, the world is just going to open up so much faster for you and you'll figure out, you know, exactly where you want to be spending your time and your energy versus Yawn.

I think too expectations is huge. I mean we're data people so we always feel like there needs to be some type of KPI and I feel like this is even in marriage, you know, there needs to be some type of, hey, this is what I expect. This is how we can meet these standards together and like here's goals, so let's meet those together. And so yeah, it's huge. And I do, I think there's honesty, but I also feel like there's a way to say kindly but also firmly, you know, it's, it's just straightforward. Like just be honest. I'm much more of like a. Don't I always say this to a. A harsh no to me is much better than a soft. Maybe that's not realistic, you know, like if it's for sure partnership or anything of that nature, it's like, just tell me. No, it's okay, you know, we'll move on.

But no, it's the second best answer for sure. And I think that. I mean, there's ways to be very clear without being very direct, because some people just don't. You know, I. I love the whole concept of the disc profile or the Colby analysis, whichever one you want to use. But I think that there's so many. So much we have to learn about the people that we work with. And what we're always telling folks is, you know, treat others the way you want to be treated is what we grew up learning. And now as adults, we have to learn, treat others the way they want to be treated. So if you have those insights about your family or your team, there's lots of ways to give them the clarity that they are all seeking without maybe being as direct as, you know, most of my business owners are high D personality. And, yes, you are, too. I know that.

Yeah.

There's ways to deliver that kind of feedback and clarity without, you know, coming across as just like, wham, bam, thank you, ma', am. To the point. Yeah.

And I think, too, for us, that RD is hard also, because we expect everyone to think like us and be quick movers, and that's something we really learned. We did the disc assessment. Yeah. Sometimes we need to slow down, and it was cool. It was like, nobody on our team is similar to me, so it was really me reframing. Hey, like, not everybody understands things similarly, so it's like, let's all work together to kind of move that forward. So I love it. So, yeah, you. You work with offices kind of nationwide and help them improve planning, communications, efficiencies, team dynamic. What are some comm, like, bottlenecks that you see, and how do you kind of help them solve that? Is it different? I'm sure it's different every office, but are there some mean commonalities?

There are definitely some commonalities. And I think they joke. They tend to joke about it like, oh, you've seen this before. Yes, yes, yes. To me, it comes down, you know, you hit those bottlenecks when you're in a period of growth, typically. Right. You hit up and you hit a ceiling, and you got to pivot and you got to make some adjustments and some changes, and that is never going to stop. If you are running a successful business that is so in growth mode, and if you want a business that's just kind of sedentary, which is fine for a lot of people, if it's the, you know, set it and forget it, but anytime that you're kind of going through that evolution, you're hitting those ceilings and when you have dynamite players, whether it's yourself as the financial advisor, the owner, or whether you have kind of, I call them your ride or die, right? The person who next to you in the thick of things, up and midnight working through reports alongside you, when you have those team players, that type of environment that you fostered, which is amazing, you tend to find people who hold on to all the things, right. And anyone in the environment is susceptible to become that bottleneck. And what you really have to be able to help them understand is a, when you let go of things, you're actually going to help the business more, right. Whether that's you or whether that's anyone else on your team and you doing everything is not going to be as good as one or two people really owning it really, really well. So being able to do that and then also setting the expectations from a cultural standpoint that people in your organization are safe. Because anytime there's a handoff, you know, there's the risk that somebody is going to screw it up, and that's normal and it happens. So you have to be able to set the environment up so that people aren't afraid to handle or to do things differently within, you know, some parameters. And.

Sure. And it's empower. I think a lot of what I'm hearing you say is it's empowering other people. It's empowering them to let them do it. Do you feel like, would it be a fair statement to say a lot of advisors have issues delegating because it's like they just want to have that control because they think, you know, I can do it. And I think it's human nature, right. I can do it just, you know, the best. And that's how it is. You feel like from an advisor standpoint, it's hard to delegate.

I think it's really hard for them to delegate for a variety of reasons. The most being, you know, our advisors come into the industry and they are, like, in it to win it. Nose to the grindstone. And they think. They think and sleep and breathe this industry. And that's how they build their business. That's how they fed their families. So no shame to that in any way, shape or form. They have grit, which is, you know, a skill that not can't necessarily. It's not a direct, like, transfer skill. Like. Yeah, because the business, the businesses, these people are now trying to hand off to different generations or different leadership teams or whatever. They look different than they did 20 years ago or five years ago. The business environment is Different. And so grit for me is going to look very different than grit for an advisor who's been in the industry for 40 years. So I think, I think that's a big component of it. And also they've, they've been by themselves and for them it's faster to just do everything rather than like add in these like layers of, for all intents and purposes, like bureaucracy in your business.

Yeah. And processes.

As opposed to like meandering around which you have to do if you want to empower a team and you want your team to help you grow faster than you're currently doing. But there's that like waiting period in there.

Yep. There's kind of almost that. Yeah. That just sector. I always feel like it's, you know, that sector of really having to hone in and grind and figure out your processes, which I feel like sometimes is a curse word for offices. It's like, okay, let's actually hone in on this. Like you do need to write it down. You do need to teach. And it's a, it's, it's awkward and it's hurt. It just, it's hard to wait. So I totally, I totally get that. So.

And I think that speaks to hiring too.

Right.

Your S's and disc, they're great process people. And when we go into an organization and everything feels like a five alarm fire all the time, it's because the advisor has hired a bunch of themselves. Yes. Right.

We don't need a lot of deeds in the office.

Yeah.

I love my SMC people. They keep me grounded. There are a lot of our team is SMC and it's awesome. And that's, that's helpful, you know, but it's also, again, it goes back to knowing your team, knowing the players that you're getting on, taking the time to.

Invest in them and invest in that relationship, you know, like, yeah, best practices. I know you've, you've spoken with like with Allie from Lauren Merkel.

She's awesome.

She's the queen of it. But you know, the best practices of investing that time. It's the probably there are occasions where it will feel like the slowest hour of your entire week sitting with a team member. But I can promise you that that is paying dividends in terms of the trust that they have and the security they have with their role and your ability to read them and say, hey, you know, like you're killing it. Everything's hunky dory and everything's fantastic. Then all of a sudden there's A nose dive and you can that now and you can say, hey, well what's going on? How can I get there what you're doing?

Yeah, yeah, I think too, I think it's really cool. This is something Erica really thrives that is she is deeply like interested in people in our team and I think that that's huge for any advisor like you have to, or you know, C suite person. You have to be invested in your team because that is the engine in your firm that's really going to keep you going. That is clearly going to be the way to go. So. But I agree sometimes, I know sometimes and I am such a people person and I love people. So when we have our one on one meetings it's this is my favorite time. But it's also when you have 90 other things in the background, you're like, you're like, I want to be so present with you. So it's really taking the time to focus on that. So yeah. Another thing you do is you utilize a lot of technology within financial offices. What are some of the most underutilized tech tools that you see or something that maybe financial advisors listening could start to implement today in their offices and practices?

Yeah, for most of like my medium sized firms, project management is not a thing at all. And so figuring out a project management tool that works for you I think is going to help you not only to manage like your quarterly and annual goals that you have for your team, but yeah. How do you hold people accountable to the things that we talk about in team meetings? How do we keep a pulse on, you know, where people are at from an emotional standpoint on inside of your business? And I think there's lots of different tools you can leverage. But you know, we all have these CRMs. Not all, but most of us have these CRMs that can monitor everything that's going on. Yeah, it's from a data or like a client standpoint. Yeah. But there's not a lot inside most of the industry CRMs that help you project manage things that are going to take you more than a day to accomplish.

Yes. Yep. Do you recommend like what type of, what are some common ones that you see? Like EOS obviously is a great one that we love. But is there other ones?

I have a lot of. Not a lot, but I have a handful of advisors using a Asana or basecamp one that we utilize here within my company that I really have taken a liking to is called Monday.com. so yeah, Monday.com like I love Monday. It's so User friendly and their support team is dynamite.

So that's awesome. That's huge. Having a good support team is massive. It's massive. So. And I think that too kind of leads us to another question, like within the team development side because I always look at, you know, the support staff is again the engine of it, but you're really involved in the team development and kind of training of those teams and advisors. What are some of the key traits that you see in high performing advisory teams? Are there if someone's going to go higher or kind of look for new people, what are some of the key traits you recommend that they look for?

When we're looking at, you know, key traits of team members, I want to look for, I mean, you want to have a balance of course across your office, depending on the range. But I think one of the things you really want to do first is say, hey, what's the position and what kind of personality is it meant for? And I think you can tell whether you need somebody who's going to like be a fast implementer or somebody who's going to like mosey down the path a little bit and collect all of the data. So I do think that that changes a little bit from position to position. When I look for like leadership team members, I am always asking the question, what is your impact on this organization going to be in three years and how can I support that?

I love it.

Because what, you know, what we know about the hiring industry and this may have changed a little bit, but within the last year or so, average retention was somewhere between three and four years for team members. And obviously if you're building, you know, a, a small business, that legacy and the historical knowledge that your team members come and stay with is critical for your scalability. So being able to help your A plus leadership style team members to say, hey, you know, this is where we want to be in three years. Here's how you can help. Where do you want to be in three years? And always kind of keep that running three year time period ahead of them so that you can encourage them whether they're developing their goals from a career standpoint or whether they have goals for the organization that tie into what the vision is for the firm. So making sure that you're continually tapping into that so that it's, there's, there, there's always something to stretch to and to look forward.

That's really helpful. I mean, we're even in the process of hiring two new people for our firm and I'm like, man, that's so good to know. Like, hey, is this just kind of a stop on the way? And if that is totally fine, let's address that.

Yeah.

What do you need from me and how can I assist you in this growth? And we can help each other. So we also say, like, hire for the soul, not for the role. So a lot of times it's like, are you going to be a good fit for our culture? I think we're very heavily cautious about our culture. And so. And I think the second you do.

Let a bad apple in, it really.

Wrecks the team, really hurts the team. And we have seen that, you know, with firms that we help, and it's like, man, what happened over the last year? And it's like, oh, okay, yeah, I know exactly what happened or who happened. So that's a big. That's a big thing. So.

But I also think on that side, Molly, like, you definitely want a cultural fit, so having that really pinned down is important. But I also think if you have the expectations for the role and where that fits in the organization, that has to be very clearly defined, too. Again, clearest kind. Because, you know, I have so many advisors that are helpers and people, people, people. And they want to support anyone around them, and they candidly, they hire a bunch of strays. Right. Like, they hire people because they love them, but then there's nowhere to put them. And that person ends up feeling that lack of impact or that kind of lack of direction, and they end up getting frustrated, and so then it's really not helping them.

Yeah.

And I think in family businesses especially. Right.

I was gonna say family, because it's like your cousin.

You don't want to. Yeah. Your family business does not have to reflect your family tree.

Yeah.

There are different ways to serve your family members than putting them in the business and giving them a spot where they may or may not thrive.

Yes. And if they can thrive, awesome. I've seen it done so well, and I've seen it done it so terribly. So I always joke I'm one of six, and I look at my siblings and I'm like, I could literally never work with you guys. But they also, like, we would never work with you. And I'm like, that's amazing. I'm so glad we're on the same team. So when they hear this, they're going to be like, yeah, that's so true.

So.

But it's all good. So. But you do a lot of, like, contributions also to the education side of offices. You write for Insider. You Host monthly trainings. What are some of, like, the hot topics that advisors are asking about right now? Maybe it's AI or whatever.

AI is the big one. We just launched an internal AI.

Yes, I saw that. So, yeah, it's so cool.

And I think, you know, when we first. Even myself, like, when I first kind of came into the scene, I was like, okay, I'm not going to use it. It's cheating.

Yes, I got the same thing. I. Maybe that's like the. The type A style of people. We are. We're like, right. And. Well, yeah, but I agree. And when you started, what did you feel once you started?

Yeah, so once I started. So I actually, I listened to Cody Foster's podcast.

Yes, Love Business of the Right.

He was talk the AI guy and he said, use it like a strategic thought partner. And so now I like, literally start all of my conversations with, hello, how's it going today? Like, here's what I'm hoping to accomplish. And I, like, have a conversation with it, which is super dumb, but I.

Asked our team members and you're like.

This is what I want out of it. This is absolutely what I don't want out of it. Can you help me? Or throwing, you know, like, you have, like, there's been a couple of presentations I've done that just didn't flow right. Like, it was just something in there and I couldn't wrap my brain around it. So I throw them in there and be like, hey, can you help me make this more cohesive? Is there an illustration that you can provide here that might help tie together this thought and this thought a little bit better? Because I know where I want to be. I just. Sometimes I get bogged down with all the little steps in between.

Yeah. Which AI program are you using for presentations? I haven't found one yet that I love and maybe other advisors as well.

I've not tried any of the ones that'll like, build your slide deck for you. No, no.

But ye.

I mean, I've used chat GPT. I. My compliance company is listening to this, I'm sure. So I log in with all my personal information. So it's fine. I don't know. But I only get, like, the free platforms. I don't do anything.

Yeah, it's amazing. I think it's. It's such the buzzword. It's such the buzzword right now. And even, like, we've learned also, like, if you are not progressing with the times, you are going to get left behind. You're going to get left Behind. So even, like within. What we're doing now is building out more of like a resource library with an AI platform so people can come say, hey, what was the average key size for the industry last year?

What was that?

What was it two years ago? And they can just talk to it and it spits out all the answers because we've done all the studies. So it's like, man, this is a really cool tool that could really help a lot of people. It's just a matter of utilizing it properly and not taking it to the extreme. But I'm also with you.

I really sure you're not putting like, confidential client information or all that stuff out before I. But like, internally, like they started. They just said, you know, start using the chat platform instead of Google. Yeah, like, start there first.

Yes.

That's a really helpful.

Interesting. Yeah, it's. It's super cool. But I'm with you. I always feel so dumb because I have to feel like I have to be polite to it. And I'm like. And my teachers.

Laughs they're like, hi, have a great day. Yeah.

I'm like, I hope you're doing well. I'm rooting for you. You know, like, it's just who I am.

And my team's like, exclamation point, smiley face because I'm lame. Molly. Yes.

I'm like, well, I'm lame, so I'm okay. It. So it's fine.

Well, you were the same here, so it's fine.

Yeah, I love that. That's why we get along so well. So it is. It's kind of. On the topic of AI also, I just feel like the financial industry itself is really shifting. It's changing a lot. I've even seen it, especially this year. Last year was just such a huge year for so many advisors, and now this year has been a really kind of a struggle with everything happening. And what kind of, what are some shifts or trends do you think are going to have the biggest impact on this industry in the next five years or so, maybe even three years?

I mean, obviously, like the political environment. Yeah. Whichever side you lean on, it makes no difference. But the political environment is going to go up and down a lot over the next several years. So I think that's something. The more you can stay ahead of it and ask the questions and get the. Get the questions that your. That your clients and your prospects are asking, not necessarily the questions you have, because they're different or they're the same, but they're worded very differently. So making sure that you're asking them what they're worried about. And using their language back to them, I think is important. And it'll help you create extra content, whether for your digital, you know, footprint, which is also going to be more and more critical. I'm not necessarily loving the fact that most of our business owners are going to have to be on TikTok in, like, five years, but a reality, right?

Honestly, I know I'm gonna have to go get one. And it's been my. My only, like, millennial side is like, I. I just can't do the TikTok. I just can't. But it's. It's shaping the industry. It's really. Digital media is gonna have. You have to stay ahead. You have to do it. Like, it's just, oh, we've seen so much of it, so. And the nice thing is, too, there's a lot of great companies and platforms that do that. You know what I mean? They really do. So it's like, if you don't know it, hire it. So just go out there and get it. Yeah, I'm making all the stupid Trend videos, and it's like, I can hear the music in my head already.

But I also think, you know, like, you're gonna. Even if you hire it out, like, there's so much opportunity for, like, personalization in your. And your responses and your. The videos you do and whatever that is that I think don't lose sight of that. Like, if the more we move into digital and AI and, you know, like, as a human public, we're becoming much more independent than we are reliant upon one another. And I think it's important to not lose that personal touch in any way that you can find.

So, yeah, I think even more and more people are going to crave genuineness. I think that that is going to be the one key that is going to stick out. If you're the most genuine in the room, I think you'll get the business. Truly. I think people are tired of. And I think it's true. I always say, too, it's like, man, even if you're not perfect, as long as you're honest and true to who you are, I can get behind that in a second versus kind of this fake content. So it's a lot.

So, Bo Eason, I was on a call this morning and we were talking about boys, and what he says is, vulnerability is the new credibility.

Oh, my gosh. I need to write that down. That's amazing.

Okay, so don't, like, ever Hesitate to, like, be your true authentic self. Like, I think my first few years in the industry, I was real buttoned up in like a black suit and black shoes and a white shirt. Really? I was a band. You know what I mean? Yeah.

Which is not you.

No, no. I'm wearing a pink velvet blazer. Right. Like, I have pink curtains in my house full of boys.

You have to find your thing. I'm about to with cake. Because when it's boy Nation, it's like, I just need. I just need one thing. Okay, boys, that's it.

Yeah. So figure out who you are as a person and then just lean into it. Like I would anybody, but especially, I think as a business owner and especially as somebody who, you know, relies on human relationship for their business. Like, you have to be yourself.

All of it good, bad, messy. I think that advisors really do well. They are very good. They genuinely want to help people and they genuinely want to help their teams. And I do find, like, I feel so lucky every day that we get to work in this industry because I'm like, we really do get to work with and for amazing people, whether it's leaders, I mean, I know Dave and Cody are awesome. It's just anyone that you can work for that's like, that style person is really incredible. So what are some things like today? Like, let's say a new firm is listening to this because I think a lot of times new firms get a little bit overwhelmed. What's something today that they can really focus on from an educational side or standpoint that they can start to implement in their practice? Like, is there any kind of big things that you recommend advisors do in their practice? Whether it's maybe a disc assessment or if it's some type of training course, anything kind of nature?

I mean, I do, I do think that the, the teams I know that are very successful are the ones that have done a disc or a Colby or something, and then they lean into it as a firm. So I think that's a relatively easy one to accomplish logistically. Yeah, Right. But living it and leaning into it is a completely different story. So, you know, for a lot of my teams, like, it becomes as easy whether it's a, you know, disk profile implementation or whether it's, you know, like learning more about your team or project management, adding a line item to your Monday morning meeting. Right, yeah. And just making sure that it's there, holding people, you know, somewhat to the, to the agenda to say, hey, you know, we're not going to skip over this new Initiative. We're not going to ignore the training everybody just did, because we just did it.

Yeah.

And so we're going to put it in there, and we're going to talk.

About it and talk about it. I think that's something we learned also. We all read this book. It was great. It was, you know, the seats on the bus, and it was awesome. And we all. And then we didn't talk about it, so it's like we were like, yeah, that was great. You know, so. Yeah. And it was a huge learning anything. I think it was all. It was all my fault because I was just like, cool. We all read it. We all got the things. We're good. And it was like your deeper. Yeah, yeah, check. Yes, exactly. Blame it on my B personality. It's like, check the box and move on. But it was like, we didn't implement it as a team, so that was something. We kind of came back to the drawing board and said, okay, if we're going to do trainings, we're going to do this. Let's actually do it correctly. And I think that's it.

Well, and, you know, you're implementing, you know, some cultural standards.

Right.

The mission values of the firm. Right. Like, you can't just say it once. Yep, I got it. I mean, my advisors are like, well, you can't. You have to tell me a hundred times. Well, your team is the Same. Right. Same. 50 of everything you talk about is out the door before that interaction is over.

Yeah.

So you have to build a structure around it. Yeah.

Yeah, I love it. Be. Be who you are, say what you mean, and just implement it well and keep going. So our last question. We always end this, you know, our summit journey is where are you trucking this year? Anything. Anything fun, personally, you're trying to accomplish professionally where you. Where you're trucking.

Yeah. So professionally, my role at the company is changing a little bit, so I'm just gonna dive into it and kind of really own that for, you know, however long it takes. So I'm excited about some of the new transitions there. Personally, you know, my word of the year was commitment, and I love it. So this year, I'm just really laser focused on my commitment to my kids, my husband, the relationships in our lives, making sure that we are, like, really leaning into those and almost increasing our vulnerability there a little bit. So that's my word. This year also, I'm trying to kick the Diet Coke, you know, you know, it's not drugs.

So I'm always like, I will. I want to help you and support you if that's something you're really trying. But sometimes we need a little thing. Okay.

Yeah. That's really all I got. It's all I got left this point.

Let me live my life, people. So that's awesome. But, Christina, thank you so much. I think you are really providing a lot of value and education for advisors, and we just appreciate you taking the time and coming on.

I'm so glad to have been here. I was honored when you guys asked. Yeah, always.

No, really appreciate you. So we'll talk soon.

Okay, bye.