Our planning model removes product intermediation from the advice process. It’s absolutely amazing when you take the blinkers off; we open up vast horizons of planning opportunity. The likes of which we have never seen before.
Planning 100 employees all at once with one planner as part of an employee financial wellbeing programme.
Creating a recurring retirement income from meaningful work, as a rescue package for the 70% of the population facing retirement with little or no savings.
Planning the whole-person wellbeing of the client (mind-body-heart-spirit) and then putting in place the financial wellbeing to support it.
Financial wellbeing is an area of great interest. This is far broader than those provider sponsored debt and savings management programmes.
“Financial wellness correlates to physical wellness, and they need to come together as a concept.” – Kevin Crain, Managing Director, Bank of America Merrill Lynch
What excites me most about this new paradigm in financial planning is that we are only just scratching the surface of what it can deliver.
What we need is a network of like-minded planning entrepreneurs exploring with passion the various niches:
Gen Z – setting out on a multi-stage life
Gen Y – investing in transformational assets for economic resilience in an uncertain world
Gen X – Resetting themselves for a new career direction
“People 50 to 70 are seeing particular changes. Only 26 percent of surveyed baby boomers said they were going to retire and stop working. There are a large number of entrepreneurs [in the baby boomer generation], and there are going to be people entering and exiting the workforce much more rapidly and repeatedly.” – Bruce Wolf, Executive Director, BlackRock Retirement Institute.
What a fabulous career choice this NIFP network has turned out to be.
We are a global network of non-intermediating financial planners. We aim to deliver financial security and wellbeing to the 70% of the world’s population with little or no savings. We offer a unique planning model and fintech apps to give accessibility for planning and coaching to everyone.
If you’d like to learn to be an NIFP, investing in your own transformational assets so you are ready for the abrupt halt in old paradigm planning, then please don’t hesitate to contact me.
You may choose to answer this on the Facebook pages as I believe it is a vibrant subject.
Very timely and pertinent to the malaise of beleaguered businesses right now. Especially the SME enterprises, and I suspect it is because many HR people do not appreciate the relationship between the business owner and their employees at a Spiritual level – that all beings are seeking the same things in life – meaning, purpose, fulfillment, fair exchange for their contributions and balanced life, in which they get to be who they are born to be.
Can you summarise the power of the GAME plan as an employee/ employer win-win piece within any organisation that is seeking to make a positive impact (and maybe make money) but where the people in it are aligned – the bosses, leaders, and employees/ volunteers? I want attention to the 4 Ps, the corporate ikigai, the firms of endearment.
The key aim of the Game Plan is to create well-being and put in place the wealth to support it.
The old school approach was to either just stick to the money and ignore life (money-centred financial planner) or live the best life for the money you have (life-centred financial planner). That is. Well-being isn’t considered, or you get the best well-being you can afford.
We ask, “what well-being would you like” and then put in place the wealth to support it. Here you find higher levels of well-being than can be achieved from paper asset sales programmes.
McKinsey Global Institute declares that stakeholder capitalism, in which companies carefully manage the trade-offs between their varying stakeholders, is the key to long-term value creation.
Stakeholder capitalism is a recognition that any company is a social organisation that needs engaged workforces, loyal customers, supportive shareholders, and strong brands, all whose claims have to be managed, alongside financial priorities.
Whether your client is a person or corporate or other entity … it doesn’t matter … the question is the same.
What would be the ideal state of well-being, and what do the financials need to look like to support you?
As you know, whether individual or entity, the asset strategy that gets you to well-being quickly with the least amount of downside risk is the “business plan of you.”
We follow the principles of the whole-person paradigm (Ikigai) or the whole-business paradigm (Quadruple bottom line/ 4Qs/ the Firm of Endearment studies). We get accelerated financial growth and a lower risk of failure.
The assets audit of a business and its workers looks like this:
One of the universal principles of the Game Plan is “as above so below, as below so above.”
If each stakeholder of an organisation has wellness and well-being and the economic resources to maintain them, then so too does the organisation. And vice versa.
For example, a wellness, well-being, and wealth management programme as part of an employee benefits package will reap the rewards for the business.
If each worker has whole-person well-being and financial security to sustain them, they are more productive, engaged, motivated, present, aligned, and working as a team. All are pulling in the same direction. And the result for the business is higher levels of productivity and customer satisfaction.
As can be seen from the Firms of Endearment studies, the business can double in size every three years relative to average market participants by following this approach. Firms of Endearment | Second Edition
Financially disorganised employees are the source of low productivity and reduced efficiency in the workplace. It’s a no-brainer that an engaged and stress-free workforce will be more productive and bring more value to the organisation than a team of financially stressed employees. So, what difference can an employee financial planning app make to your workplace?
An employee who is disorganised financially is more prone to absenteeism and performing poorly at essential tasks. However, the onus of learning more about finance lies not just with the employee but also with the employer. As much as every worker must find ways to remain aware of their finances, employers can play a significant role in making sure that their workforce is financially organised. The easiest way to do this is to look at what employee financial planning apps have to offer.
Duty of care.
Firstly, there is a duty of care to consider. An employer is obliged to take the steps necessary to ensure their employees’ health, safety, and well-being. Well-being can be mental, physical, or financial.
What do you need to do to satisfy your duty of care in employee financial well-being matters?
The financial case.
Secondly, there is a financial case to consider.
Money worries can be hugely amplified in the workplace with lost engagement, absenteeism, presenteeism, and stress-induced lousy behaviour.
It’s time for employers to step up and support their workers who may be suffering from financial worries. While employers may not be able to offer bigger wage packets or prevent their employees from getting into debt, providing them with access to mental, physical, and financial well-being assistance programmes can make a real difference in their day-to-day lives.
Your employee cost is the total cost associated with employing an individual. Depending on industry and profession, it can exceed twice their salary. The costs include recruiting, HR, salary, taxes, benefits, incentives, paid leave, training & development, office space, consumables, insurance, and equipment.
According to Monster, the average staff turnover rate in the UK is 15% – though the figure varies between industries.
According to Oxford Economics and Unum research, the average cost of turnover per employee (earning £25,000 a year or more) is £30,614. This figure comprises hiring costs, onboarding, training, and lost productivity, amongst other things.
An average staff turnover rate of 15% costs organisations with 500 employees around £2.3 million every year.
Salary is the top major cause of employee turnover, the given reason in 85% of cases.
What’s more valuable:
Providing a 1% pay increase over the competition, or
Teaching the person how to make the most out of their salary every month for 0.2% of pay?
The employee financial planning app.
A financial literacy programme may include providing employees with personal confidential financial planning app integrated with their bank accounts.
Your employees may all have different bank accounts, and you might need an end-user financial planning app with an open banking app.
Let me introduce HapNav, the Happiness Navigator! This is the world’s first end-user financial planning app with an open banking app.
The app helps navigate the cash flow valley from one paycheque to the next or plan toward a more secure financial future.
The cost per employee? Just £6.99 per month.
If you provide apps to 500 workers at £6.99 pm each, the total cost is £41,940 per annum.
The cost of providing HapNav @ work as an employee benefit is less than the average employee cost (earning £25,000 a year or more). The cost of 1 FTE. That’s a total of 0.2% of employee costs.
You could offer it as part of a flexible benefits package, or as a voluntary benefits scheme.
If a financial planning app could reduce turnover from 15% to 14.7%, it would be a no-brainer.
In addition, you increase productivity and reduce absenteeism and presenteeism.
You meet your duty of care, increase motivation, and save money!
Un-employment in over 50s rocketed. Age discrimination is rife.
Over half a million silver workers left employment since the pandemic.
Two-in-five older unemployed still out of work after a year. Shut out and left behind.
Losing confidence in abilities.
30 job applications a week for 18 months – no job offers. Gave up in the end.
Only one in five over 55s looking for work are confident of finding it
Taxman benefits by £800m.
Redundant at 55 could leave workers almost £1m worse-off.
During worst cost of living crisis in decades.
What you need in this situation?
Is it financial coaching/ counselling/ therapy? It’s not about how to better organise finances.
Is it financial advice or financial planning? It’s not about getting more out of your savings either.
It’s asset strategies!
You need to identify “productive assets” from what you are good at, love, the world needs, and will pay for. Assets like Know-how, skill, connections, reputation – and turn them into future “tangible income producing assets”.
Creating a business out of a hobby or side-hustle has the potential to not just produce an income, or a passive income. It can also produce a future capital event on exit/ sale to supplement your retirement savings. Income and a future lump sum.
An end-user financial planning app with open banking inside will help you to know your numbers – see www.hapnav.com, £6.99 per month with free 30-day trial.
A DIY course to identify asset strategies – see the Game Plan medley pack, currently 80% off at a one-off-price of £16.51 (offer ends 30 June 2022).
Plus loads of free materials, updates, articles, posts, social media groups.
Don’t let them push you into retirement. Choose meaningful projects instead.
Find your Ikigai! Japanese for “reason for being”. Find work that doesn’t feel like work from which you never wish to retire.
If you want to know more about asset strategies, or even training to be an asset strategist so that you can help others step out of their comfort zone and answer their call to new adventures… visit our website for details.
The most important asset of any business is its people. Financial wellbeing is critical if employees are to be engaged, motivated, and productive. Yet, all but senior executives and managers are underserved by the financial adviser community on account of their limited wealth.That was, until now!
Until now, the workforce must rely on the internet, sponsored media propaganda, or ill-informed friends and relatives. They are financially vulnerable and have limited ability to withstand financial shock.
Over the past two years there has been a basic living cost surge for low-income families, and there are no signs of anything improving soon.
Money worries can be hugely amplified in the workplace with lost engagement, absenteeism, presenteeism, and stress induced bad behaviour.
It’s time for employers to step up and support their workers who may be suffering from financial worries. Whilst employers may not be able to offer bigger wage packets or prevent their employees getting into debt, providing them with access to financial, physical, and mental wellbeing assistance programmes can make a real difference in their day-to-day lives.
Of course, positive money management is only a small part of good mental and physical wellbeing. To discover what businesses can do to ensure their workforce remains happy, healthy, and productive, check out our complete Game Plan to health and wellbeing via the links below!
We offer HapNav – The Happiness Navigator!
We help with positive money management with a unique offering…
HapNav is the world’s first end-user financial planning application with an open banking application inside.
Some extra programming every B2C fintech app needs, that we have in HapNav:
Advising on the 100% of client wealth, not just the 5% that is regulated investments.
Advising on how to make money, not just saving money.
Advising on the client, not just the money.
HapNav Artificial Intelligence (AI) produces “Fix It” solutions free from transaction-bias of humans! You’ll be surprised how many of the fixes do not involve the purchase of a financial product.
Try it and see. Model your favourite future with our “What-if” modelling tool. Track your journey to it, with integrated open banking automatically updating income, outgoings, and balances.
“We are now seeing the embedded finance trend picking up, which wasn’t the case three or four years ago. Financial services are becoming increasingly distributed and Embedded banking is one of the enablers.” – Dr. Efi Pylarinou, Global Influencer, Fintech & Disruptive Tech.
Successful financial services firms display a new way of working that is multi-disciplinary and mission-focused, pulling in the same direction to achieve value for end-users. Customer-centricity is becoming a key focus, and millennials and Generation Z will play a big part in the shape of things to come. To be part of this exciting future, business leaders in the industry must prioritise their tech strategy and place software engineering at the heart of business planning.
“I think the future cashflow planning tool should be end-user, to give a user the adviser portability, privacy, and data ownership. It should be open banking integrated to be accurate and updated. It should be probabilistic to avoid linear assumptions. The planner should be an educator. When this happens, the planner can offer the service to users in groups and on a subscription basis for a fraction of one-to-one advice so plugging the advice gap. Millennials and Genzies love having this on their mobiles. Did I say the future? I meant today.” – Steve Conley, CEO HapNav.
We put the tools of the planners in the hands of end users, as the best place to find a helping hand you can trust is at the end of your own arm.
To find out what else HapNav has to offer, check out our website: www.hapnav.com
The UK investment regulator, the Financial Conduct Authority, suggests relaxing sales rules for £90bn in consumer savings to be switched to assets it regulates.
The FCA has spotted nearly nine million people holding cash of £10,000 or more, which it describes as “investable assets” (money that could be switched to regulated investments). They suggest that holding cash is a bad thing, and consumers would be far better off holding assets it regulates. They think that relaxing rules to protect consumers from unscrupulous investment salespeople will result in better outcomes for consumers. I’m not so sure.
We could be looking at a red-herring here. According to ONS, financial assets are 13% of the total wealth of Britain. Split 8% short-term (savings), 5% long-term (investments). Excludes business assets (how money is made). What’s wrong with this mix?
You’ve got to ask, why is this even on the agenda? Given spotlights elsewhere at the FCA. Could it be because there’s a conflict of interest?
Eighteen months ago, the FCA said:
“Too often consumers leave their savings in cash because they don’t have confidence in the alternatives. That’s why we have made Consumer Investments a priority in our current Business Plan. The overwhelming majority of retail investors are best served by readily understood, well-diversified and low-cost investments which are already available from a range of providers, but many retail investors don’t choose these.”
Twelve months later, the FCA suggests that investment availability or access were an issue. The conclusion was either that or consumers were fools.
“We take the view that many of them simply do so because they are either unable to access an investment product or are unwilling to do so. The reasons behind this are behavioural but they are also clearly a function of a lack of knowledge.”
Access isn’t an issue. Investments are easy to buy, and consumers are no fools.
Could these be genuine emergency funds earmarked adequately for the upcoming crisis in living standards? Could this be an asset that needs to be accessible in the next five years, short-term? What’s to suggest that consumers are mistaken?
While moving surplus assets (money not required in the short-term) to investments mitigates inflationary pressure, there’s a host of reasons why cash is good. And, while the investment industry, including the regulator, feed on a percentage of funds under management, they shouldn’t be the ones calling the shots on relaxing rules put there to protect people.
Could it be that consumers are suspicious and distrusting? Maybe rightly so.
Did the retail distribution review a decade ago cause savers not to invest? The advisers of today have always served higher net worth investors. Nothing has changed here. The advisers to the lower net worth disappeared, as they were unable to demonstrate value for money.
The bancassurance advisers disappeared, and a decade earlier, the home service advisers disappeared. Seven in ten adults stopped having an investment conversation because the fees charged were disproportionately high than the sums saved. Was this such a bad thing?
Maybe it’s the wealthy pensioners? According to ONS, one-third of the adult population are over age 55 yet own two-thirds of the wealth. All that boomer wealth in drawdown sits in higher proportions in short-term assets. Gen XYZ has little or no savings, and a higher proportion needs to be in cash to navigate the cost-of-living crisis. This dynamic would skew financial asset holdings in favour of cash deposits. The split would favour investments if wealth distribution were the other way around.
Is B2C fintech even addressing the correct issues? The industry explores using technology to shift the savings (money already made) to investments (long-stay parking). With little regard to helping consumers with little or no savings make money in the first instance.
When you have little money, twice as much can make you twice as happy.
When you have little in the way of savings, taking it away and locking it in long-term investment products makes consumers twice as sad.
Recommending that assets be shifted is expensive. Coaching on the options for shifting assets less so. Robo-advice to shift assets can be made available fee-free. All this advice on shifting assets. Where’s the advice on making assets? It doesn’t exist.
Why should the consumer shift assets to other people anyway? Why can’t they be allowed to possess their assets? Invest in themselves, and make money?
I understand that inflation erodes short-term assets. I also understand that short-term assets are essential in times of crisis. I also understand that the industry pays itself on long-term assets. There are a lot of decision-makers with their fingers in the pie here.
The industry calls consumers fools. It looks as though the outcome will be the investment industry empowers itself to nudge people towards itself.
The average Brit household faces an unsecured debt of half annual pay, which at minimum payments would take 30 years to repay. But a million consumers are in for a big shock this Spring.
I’m writing to highlight that the regulators and bankers are calling in unsecured debt under the guise of doing good – at precisely the wrong time in the economic cycle from the consumers’ perspective. They call it persistent debt regulations. If you search it … all you find are positive comments. I’m not so positive! I don’t have any credit cards for the benefit of full disclosure.
Persistent debt is where, over 18 months, you’ve paid more in interest and charges than you’ve repaid of the amount borrowed. Lenders wrote threatening letters to 2 million cardholders during the pandemic.
Remain in persistent debt for a further 18 months, so for a total of 36 months. Your credit card provider will get in touch again, freeze your card, and set out ways that would enable you to repay your outstanding balance within a reasonable period, which the FCA sees as usually being between three and four years.
Over the last 36 months, bankers wrote to customers at or close to credit card limits.
They wrote to those making minimum repayments during covid when payment holidays were supposed to be the norm.
The bankers demanded that these customers increase repayments by 50% to 100% in many cases.
They froze credit facilities ahead of this Spring Crisis.
They demanded invasive disclosure of personal financial data to assess circumstances beyond their contractual powers to do so.
These customers are typically low-income, often single-parent households with young families to support during the economic crisis and with little or no savings. They are long-time customers of the banks and have lived this way, from pay cheque to pay cheque, using their cards within the agreed terms for years. It is used as a facility or float to dip into when there is more month than money. For example, at Christmas to treat the kids. Or for a much-needed holiday break. These customers are not in default on the cards; they often have always made payments on time. They have good credit scores. These customers have been loyal cardholders for 20 to 30 years in many cases.
To date, these customers have been faithful, trustworthy, satisfied, and strong advocates of their banks. Due to the high-interest rates on the cards, they have proved very profitable for bankers over the years. The banks have attracted borrowers with click-bait rates and made repeated unprompted increases to lending limits. Banks have remained satisfied with repayments from debt-ridden borrowers for years, even though the borrowers themselves suffer from inefficiency due to debt overhang. Win-win, you would have thought.
So, what is going on? Are the bankers raising capital to shore up their balance sheets – at the worst time in economic history from the consumers’ perspective? Is it to satisfy the regulator? Or the taxman, who doesn’t want to have to bail out bankers anymore? Perhaps the Government seeks to offload banks from their balance sheet? What’s this mass cross-subsidy from borrowers to lenders about?
Due to bank failures and bailouts, we have just had ten years of austerity—two years of covid pandemic hitting low-income households with 7 in 10 homes financially worse off. And now customers face a Spring Crisis due to high inflation, fuel problems, tax hikes, and geopolitical unrest.
Ten years ago, bankers turned their marketing budgets away from savings (due to low interest rates) and investments (the retail distribution review). They filled their boots with high-margin unsecured loans to satisfy shareholders and pay banker bonuses.
Why call debts in now?
People aren’t stupid. They know bankers charge exorbitant rates of interest on their credit card balances. They know that items bought on credit are paid for three times over. They voluntarily will reduce debit balances when they can afford to do so – when they do not face difficult choices of eating versus heating. They remain within the lending terms originally signed up to when the bank sold the product.
Even when borrowers make large one-off payments to reduce debt balances by half, the banks still send the letters and freeze the cards, removing lending facilities. Because the computer says, it is the monthly repayment amount that must increase.
Initial estimates were that around 2 million accounts could reach the 36-month stage. However, we can now see from industry data that this has reduced to about 950 thousand customers (who have 1.1 million accounts), or just over 2 percent of all credit card accounts.
That’s 1 million customers increasing their repayments, throughout the pandemic, in response to the earlier communications within the persistent debt process.
We are leaving 1 million unable to do so.
People aren’t stupid.
Why vary the terms now? And don’t tell me because the regulator told banks to!
Regulators say, “consistently making low payments for a long time is an expensive way to carry longer-term borrowing, and these rules have been created to keep your overall costs down.”
The regulator adds.
“If having the use of your credit card suspended will cause you significant difficulties with your wider financial situation, it’s vital that you engage with your card provider to explain this, so that they can take this into account and consider whether this action remains necessary based on your updated circumstances.”
“If you are worried about meeting your everyday bills, you may want to consider seeking free debt advice.”
With a final kick in the teeth.
“Your credit report will continue to reflect whether you have met your contractual minimum monthly payments, but it’s important to consider that only making minimum or low payments over a long period can influence your credit rating.”
This process is happening because it is Government policy, as a debt-ridden nation threatens a persistent recession, which loses votes. Debt reduction after a financial crisis can work as a macroeconomic policy that restores economic growth. Debt-ridden borrowers from excessive debt can improve their efficiency, thus helping aggregate productivity in the overall economy.
I say these 1 million people need some breathing space.
We face a future of increasing global economic and geopolitical uncertainty and employment insecurity. More so now than ever. Events like this Spring are more likely to become the norm in the future. Times like these are not times for promoting debt restructuring or wealth redistribution from borrowers to lenders.
My advice to the 2 million affected by this cruel regulation is this. Make a note to rid yourself of credit cards in the future, as these times will pass. Maintain your contractual obligations on the cards, but always pay yourself first. Get yourself financially organised as best you can. Seek help where you can.
And here’s a tip the sellers of loan products or saving products, the providers, or the other unaccountable hierarchies of profit and power fail to tell you.
Whether you are an asset or a liability on their books, the banks, related companies, and their distributors are tapping into you for fees to pay shareholder profits and bonuses. They are not in the business of helping you make money in the first place.
My tip to you is to make more money during these challenging times to navigate the cash flow valley. Turn hobbies into a portfolio of side hustles, help one another, and create a better future for you and your loved ones.
Put yourself first. Don’t feel guilty. See the bankers for what they truly are. Highway robbers!
“Ninety percent of people seem to live ninety percent of their lives on cruise control, which is to be unconscious,” according to Richard Rohr, the author of Falling Upwards.
The problem with surveys is that whatever the majority says is the truth. The problem when researching wellbeing when asking the public what the essential elements are, ninety percent of people will give the cruise control answer.
They will say that we are our thoughts, feelings, and senses. Satisfy these, and we will live well.
Gallup conducted such a survey and produced five essential elements for wellbeing. These are:
Nine out of ten adults prefer materialistic daily human existence. Because ninety percent of responses were unconscious, they missed out on consciousness. According to psychologists Howard Gardner, Robert, Cooper, Daniel Goleman, Victor Frankyl, and others, there is an essential missing.
William Bloom described spirituality as:
“I simply mean that whole reality and dimension which is bigger, more creative, more loving, more powerful, more visionary, wiser, more mysterious – than materialistic daily human existence.”
You see, our soul is the observer—the true self.
We observe our thoughts, feelings, and senses. The temporary. The personality. The false self. The ego-self.
Lasting contentment requires all four basic dimensions of life, mind, body, heart, and spirit. Growing and maintaining these four essentials gives you quiet confidence, internal strength and security, the ability to be simultaneously courageous and considerate, and personal and moral authority.
Stephen R. Covey, the author of the 8th habit, adds, “It profoundly impacts your ability to influence others and help them find their four basic needs.”
But here’s the challenge.
Materialistic daily existence is our comfort zone. The journey along the tail of the serpent of wisdom is painful. The spiritual guide is not a welcome guest for nine in ten people.
You would be far more successful in business if you focused on selling happy pills from the first five essentials. Happiness will pass, and the consumer returns for another fix. The dealer is always welcome at the table.
But here’s the twist. Your conscience will not let you sleep at night.
You would be a far more rounded planner if you worked with the whole-person paradigm. You may not be so popular, but word will soon get around that your work results in more lasting contentment for your clients.
What will you choose? A win-lose business? Or the more challenging journey -true win-win.
“There are fields, Neo, endless fields where human beings are no longer born. We are grown… What is the Matrix? Control. The Matrix is a computer-generated dream world built to keep us under control in order to change a human being into this [showing a battery].” – Morpheus
The Game Plan is as we say universal, timeless principles belonging to all humanity that I organised into an actionable, sequential framework of thinking to unleash human potential.
If you complete tasks in the order I have given you (clockwise – the natural cycle from creation to manifestation) we have a productive cycle. Goals actions means execution. It creates wholeness and equality. It brings humanity together and increases their wealth and wellbeing.
If you have a goal that requires more wealth you plan to create wealth.
Here’s a secret that the unaccountable hierarchies of profit and power don’t want you to hear.
If you complete the tasks anti-clockwise – execution means actions goals – it creates division, inequality, fear, separation, humans fighting one another feeling resource is scarce, climbing over one another as it diminishes their wealth and wellbeing. We have an exhaustive cycle. Your goals are limited to what you can afford. You fear for your future and hand over your assets on the bet they will make good shortfalls in the long term.
If you miss out on elements completely you have a destructive cycle. Money without goals or goals without money.
In ancient Eastern traditions, this knowledge is known as Feng Shui.
Elements can have productive or destructive cycles. When they support or nurture each other’s energy it is considered positive or productive for creating good Qi flow. That is referred to in Feng Shui as a productive Cycle. On the other hand, Elements that are inharmonious when together are called destructive. They block and hamper Qi flow.
In ancient Western traditions, this knowledge is known as the two trees, the Tree of Life and the Tree of Knowledge of Good and Evil.
You can tell what tree you are feeding off of by the fruit that is produced in your life. The fruit of the Tree of Life is “love, joy, peace, long-suffering, gentleness, goodness, faith, meekness and temperance.” (Galatians 5:22). The fruit that comes from the Tree of Knowledge is quite different altogether. You are darkened to your understanding of spiritual things, alienated, and separated from Source, into the life of a carnally minded man.
The Tree of Life is a productive cycle including the whole of you. Mind body heart and spirit.
The Tree of Knowledge of Good and Evil is a destructive cycle, mind body heart and missing out spirit.
6,000 years later we are where we are.
The exhaustive or destructive cycle extracts profit and power from humanity to the pockets of those who apply it, and leaves humanity living in fear, separateness, and fighting one another. Fighting on grounds of wealth, gender, colour, race, religion, national origin, football team!
We are taught by controlled media to idolise our thoughts, feelings, and senses of ego. This keeps us from personal growth. Stops us from being awake to spirit. Stops us from eating the fruit of the Tree of Life (aka The Game Plan). Stops the unleashing of human potential.
Are you prepared to live with integrity and be true to your own values?
Because, here’s the temptation. Anyone can extract profit and power from others with this knowledge. Bankers have been doing it for centuries.
If we plan the client before we plan the money we move to wholeness and increase wealth and wellbeing for our clients.
If we treat the money as the client, and not the customer, we tap into assets for fees and clients live a mundane life.
Are you going to treat your clients as batteries?
Or, like Neo, are you going to continually return to the Matrix and help human minds escape captivity? If the latter, you need to know the Game Plan.
Are you a financial professional who wants to help those made poorer by the pandemic?
Britain’s wealth gap ballooned after two punishing years of covid on top of a decade of harsh austerity. A lack of spending opportunities forced the wealthiest families to save; the pandemic caused the poorest households to run down their savings – and struggle from payday to payday with benefits cuts, unemployment, wage capping, and the increased cost of living.
A critical point is beginning to emerge this Spring in the gap between rich and poor, as we see pressure on household finances come to a head. With a 1.25 percentage point national insurance hike, a 54 percent uplift to the energy bill cap, interest rate rises, persistent debt demands from credit card companies emerge, scamming levels out of control, and inflation of 7.25 percent driving hard choices, such as between heating and eating.
Since house price inflation has been pushing up wealth, we find the poorest families in those places where house prices are lagging and places of low homeownership. We need solutions that leave no one feeling excluded.
The crisis is upon us. The next step is crucial. Can you help?
Think outside the box! If you want something you never had, you must do something you’ve never done.
On life’s journey, the most crucial step is the next step. More so than steps of the past or those in the distant future. As we find ourselves in the cash flow valley, we need to focus on climbing the next mountain. Concentrate on what’s before us instead of worrying about mountains behind us or on distant horizons.
Financial coaches focus on the past to heal wounds and better organize finances. Financial planners focus on the long-term future, intending to sell securities.
Therapy, or security selling, don’t create wealth; people do with their ideas, entrepreneurial spirit, industry, resilience, and, importantly, planning. Neither does somewhere between the two. We can’t just take security selling out of financial planning and call it a wealth-building solution. Or give a cash flow planning tool to a financial coach.
We need a new perspective. We need to give people a sense of personal agency- the ability to initiate and direct actions toward achieving defined goals.
That next step is to create wealth by this time next year or a few years from now. The method we use is called the Game Plan. It applies the tools of financial planning to the ideas of a proposition architect.
We seek to support the great aspiration. Among the most popular reasons people gave for resigning during covid was the desire to pursue other passions or a different career path, a reconsideration of priorities or professional goals, and the feeling of no longer growing in their current position.
We seek to level up society through the Game Plan. By boosting productivity, pay, jobs, and living standards and growing the private sector, especially in those places where they are lagging, people feel excluded.
We seek to reset and build back better. We put sustainable business practices at the heart of operations to build portfolios of SMEs of endearment. Typically, such firms outgrow the market with a lower risk of failure. We seek to diversify income streams through the development of portfolio entrepreneurs.
We build on trends. The tasks we expect to retain a comparative advantage over technology include managing, advising, decision making, reasoning, communicating, and interacting.
Most importantly, we use your reason for being, what you are good at, what you love, what the world needs and will pay you for.
This pragmatic solution to a real problem is the task of the Wealth StrategistTM.
We offer unique planning tools that enable Wealth Strategists to help online groups or offer Netflix-style subscription programmes. HapNav – our happiness navigator is the world’s first end-user financial planning application with open banking inside. This way, the Wealth Strategist can earn a good standard of living while their services are accessible and affordable for everyone.
Would experienced financial professionals like to join me and help focus on the next step? Would you like to learn the Game Plan and become a Wealth Strategist? If so, check out our annual mentorship and membership programme.
The Academy of Life Planning is an award-winning SME that helps SMEs build more SMEs, awarded by SME News as Best Financial Adviser Support Network & Award for Outstanding Contribution to Finance in 2020 & 2021.