MDRT President Guy E. Baker, CLU, MSFS
Tuesday, March 16, 2010

People die according to a predictable pattern of death. This is often referred to as a mortality table and it results in a geometric curve that increases as one ages. By summing the cost of dying year-to-year, you are able to calculate the cumulative cost of insurance until death. The mortality curve has to be the same for all insurance carriers because life insurance is based on actuarial science. All carriers use the same basic actuarial tables and rely on the same math. Mathematics is not an opinion and with large sets of numbers, the predictability is quite accurate.

All insurance is term insurance. Let’s start with that fact. Whether a client buys term, universal or whole life, the predictable pattern of death must be the same. The only difference is how much of the actual mortality cost will be paid out of pocket compared to using investment returns to offset the cost of the coverage – how the client does this is a choice. The client can either pay the cost of dying (the mortality costs) with their money (by paying the mortality curve directly) or with tax-free compound growth earned on the cash values of the policy. (This is done by filling what I refer to as the “Box”, the cash values of a life insurance policy.). But, in the final analysis, the insurance company must collect the same amount of mortality premium to remain financially solvent.

The choice is simple. Your client can either pay the curve or fill the “Box.” If they elect to fill the “Box,” then the amount credited to the “Box” will vary according to investment options elected. If the returns are higher than illustrated, the “Box” will need lower contributions to achieve the goal. But, if investment returns decline, the “Box” will require more money. In the final analysis, all insurance is term insurance. The only way to make it permanent is to fill the “Box” and let the cash values fund the mortality costs in later years.

What choice are your clients making?

Briggs A. Matsko, CFP
Tuesday, March 2, 2010

A recent article featured on MSN Money discussed the startling fact that as the first Baby Boomers begin to enter retirement, a great number of those 50 and older haven’t begun to save for this stage of life. As financial advisors, helping Boomers develop a strategy is of the utmost importance.

However, there are Boomers who have saved.  While we have historically focused on the accumulation, protection and transfer of wealth, a new dimension of planning has evolved: the distribution and enjoyment of wealth!

On Wednesday, March 31, (1:00 p.m. EST/noon CST/10:00 a.m. PST) I will present the next MDRT Web seminar, focusing on income distribution.  I will address the economic and life planning events that Boomers (and their advisors) face, as well as how to use my "EASE" process – Engage, Analyze, Solutions, Evaluate – to build a retirement distribution practice. The interactive presentation will focus on a process-driven approach to engage the client, perform analysis, propose solutions and provide ongoing evaluations.

Register today to attend the event right from your computer!  Participate in the conversation during a 15-minute Q&A session moderated by 30-year MDRT member and nominee to the MDRT Executive Committee Michelle L. Hoesly, CLU, ChFC. Ask questions during the live event, or submit them in advance during registration. 

Don’t miss it!

MDRT President Guy E. Baker, CLU, MSFS
Tuesday, February 16, 2010

Most attorneys readily admit a very low percentage of estate plans are actually implemented. I have been told the implementation rate by some of the very best attorneys is only 10-15 percent. Why? If a family goes to the trouble of giving all their information to their attorney required to draft documents, only then to refuse to sign them, something went terribly wrong. What was it?

Consider this – if a client spends hours gathering data so the advisor can formulate a plan to reduce their estate taxes, distribute their family heirlooms and maintain their family’s lifestyle, why then would they not pull the trigger and execute? Most often the reason is uncertainty and fear. The client has no confidence in the proposed plan and has concluded doing nothing is preferable.

This point was confirmed for me when I had the opportunity to discuss planning with a prominent client, a noted business psychologist. He asked me why I thought my team could deliver a plan, when five other teams had failed. I pointed out with the traditional method, a plan is given to him to approve. This plan is designed based on the information he provided.  My client agreed this was exactly how the other teams had worked.

So, what went wrong? He told me the other teams asked him to evaluate and decide if they were right.  Yet, he had no ability or basis for making a determination of that magnitude. “Bingo,” I said. “That is why it failed.”  Then I showed him our method. We gather all the facts and then collaborate with his most trusted team of advisors to come up with the best solution. What we present is the best thinking of the entire team, based on his circumstances.

When the final design is presented, it is not based on the question, “will it work?” but rather, “why it works”. There is a big difference here. My prominent client hired us immediately and we completed the plan.  

Fact-finders fail because we ask the wrong questions and the client often gives the wrong answers. Focus on collaboration. Provide a finished product that fits the client’s objectives and you will increase your results dramatically.

Are you using collaboration as a planning tool with your clients?  

Thomas J. Henske, CFP, ChFC
Tuesday, February 2, 2010

Step 4: The Plan - Drive the Values

In our third installment to this five part series, Step 3: Open for Business, we discussed the importance of knowing prospects before they become clients.  Conducting a two-way interview will reveal what is important to them, while allowing them to feel more comfortable with you.  This will also help you determine if they are a good fit for your firm.

Next, you must figure out your clients’ personal values about money and their life goals.  To do so, have them create a Personal Money Constitution - similar to a corporate mission statement - to serve as the basis for all planning decisions.  This document will significantly increase the likelihood that you will be bale to help them achieve their hopes, dreams and goals.  Once it is created, you can strategize with your clients by using the following four categories to balance competing priorities:

§               Save

§               Invest

§               Spend

§               Donate

Wealth management should be a process that offers your clients a different experience - one that is personal, exclusive and driven by results.  This unique method will differentiate you from other professionals and provide a competitive advantage.

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