The 4-Step Rhythm Separating Good Teams From Great Ones

Nick [00:00:00] Success is a lot about consistency. We know that. That's not new. As an advisor, showing up when you're first starting out, making calls, cold call, showing up, doing meetings, doing joint work, right? That consistency is what you built from s- the success that you built. And if you're just starting out, that's what it's gonna take.

Nick Now, that consistency principle never, never, ever goes away no matter where you are. It's just knowing how you need to apply it at whatever level you're at. But when it really starts to roll, it starts to feel like a rhythm and it's almost like music. Like it's a... It goes through this flow. And when you can be in that place and be on that wave, if you will, then you can really start to, to get the juice out of that consistency because it doesn't feel like work anymore, right?

Nick It doesn't feel like it's regimented. It feels like it flows, and you get a rhythm. So that's what I'd invite us to think about as a leader. So if you're a- an established advisor, but you're really going to that next step of becoming a leader, how do you... You maybe already, already have people in your team that are doing tasks for you, [00:01:00] but are you really leading them?

Nick Are you thinking about them as the most important people in your business that allows you to get up to that next level, to create the legacy you want for your family, to have the impact you want in your fl- in your clients in order to go to that next level as well? So consistency absolutely is vital.

Nick What that moves into is a rhythm. It doesn't feel like it has the weight of consistency. And so how that might look like in a regular rhythm of team set up from a leadership perspective, I call that R4 approach, right? So stay, stay with the R, stay with me here, if you will. But we want to create that rhythm through these different Rs.

Nick And so each week I would recommend that you have time with your leadership team. So maybe that's just yourself. Maybe it's yourself and your, p- the people you're getting leadership support through. Maybe that's, other advisors you've got. Maybe that's, someone external that you've got to do that.

Nick Maybe it is people in the team that you're leading as well. Maybe it- it's an office manager, maybe it's an assistant. Whatever it needs to be, it's the people that are most direct in your team and start to build that [00:02:00] rhythm for yourself so other people-- when people come into it, they can just feel and roll through.

Nick And that weekly meeting, we want to be really careful about because there's a couple of parameters to think about each time we are in that meeting, uh, is that it's not a what's in front of us, what client thing do we need to get done? What fire do we need to put out? It's not that. It's zooming out a little bit and thinking about where are we structurally overall.

Nick and so having this time in the calendar each week is really important. It's not a reactive meeting. It's not, "Oh, right, we're needing to meet next week. Let's get it in the calendar." It's something that's always there. Now, of course, like we can run into the danger of a meeting for meeting's sake, and we don't want to do that.

Nick We want to keep it tight. My recommendation for all meetings is just to have 30 minutes, right? Because, uh, we can tend to get more with less if we're pushed on it as well, and you can move that around, but I'd start with that. So on a weekly basis, or at least a regular basis, right? Because you can't create a rhythm without regularity.

Nick We want to really be thinking about, [00:03:00] okay, let's get into this rhythm. So here's my recommendation. So leadership on a weekly basis, look like, looks like this R4 rhythm. So each week you want to get in and re-anchor. So- The only difference is gonna be the first time that you do this is a reflection from the last meeting.

Nick But that re-anchor is a make sure that, okay, what are we working on that's it's most important activities for the business, right? An example here, five plus five. This is five prospect meetings, and f- to focus on AUM for this particular example, and five, and five A client meetings on the calendar, right?

Nick And are we doing that? Are we being consistent? Does that in itself have a rhythm? And what's help- what's ma- what's holding us up from getting into that rhythm? What's not quite working? What is working? What, what works really well to do that? So re-anchor on, like, the most important thing in their business, right?

Nick The most important impact, inputs to that business is this example, and it could move around a bunch as to what that is Defining it is really, really important is in this, this place as [00:04:00] well. And the next thing is understanding role ownership, okay? And this could be light because you might still be building out what the roles are, right?

Nick Because you, you might have someone who's an assistant right now, let's say, and that assistant, who I'm sure very good, might just be executing tasks rather than thinking about delivering a role. Here's a distinction, such a big important thing. Giving tasks to someone to execute on the tasks, even at a high level, is very different than giving them an outcome to get to based on results.

Nick And so are they on the hook for the task or are they on the hook for the results? And we wanna build into that, and this rhythm we get to helps people come along to understand what that is overall as well. Obviously, a lot more depth to each of these points. I just want you to get this for right now so you can start to install it yourself and cr- create some of this rhythm.

Nick Then how do we move forward? How do we roll forward? How do we build from where we are right now, right? If we can get to push it and say, "Okay, what areas right now can we double down on?" What if we were able to double down on this five by five? Is that [00:05:00] really true, right? Is it really true that we c- we should move forward into that?

Nick Uh, what do we need to maybe put in place? What structure, what's different this week? How can we... What-- And this could be also based on, you know, what didn't work, what did work as well. So what do we need to do going forward? And then from that, because that could be a big conversation and lots of options come up oftentimes with that as well, but we wanna be clear about, like, what's just one thing, right?

Nick What play are we running? So there... What's, what are we running with? So we're re-anchoring each week, checking in. Okay, what actions did we take before? Did we do the action, right? Everything is daisy chained together. And then also checking in on the most important activities we've predefined, and then who owns what, what-- how can we lean more into that ownership?

Nick Are we clear about what those things are? What are we doing about moving forward? What options and ideas are coming up based on the conversation we had? And then picking one thing to run the play on in that coming rotation. And what we're starting to get to is, of course, this each week we're doing it, and they're consistently getting better and [00:06:00] better in order that we are growing together as a leadership team.

Nick So here's what happens here of you as an advisor, is that not only are you empowering your team to get better and better at this, but also you will become a better leader as you do this. And as, as the, as that happens, the business continues to grow. So this is a massive leverage point to not only help your team with leadership so they can grow, but help yourself as a leader so you can grow and create more capacity and impact, and also at the same time, grow your business directly where you are because you're working on the business with your most important activity at the same time.

Nick This is an absolute must to install, and it's super, super simple, the four R rhythm. And look, progress over perfection is what we always wanna think about. Perfection is a low standard because it's in a box. Progress, it can-- there's no potential, there's no end point for the potential of where progress is.

Nick So install this four Rs rhythm into your team right now, and whatever [00:07:00] version of it you might got, then you've got an up chance to take some of this upgrade, keep on moving forward and create the best business you possibly can. Best Short-Form Clip Moments Selected to fit both Instagram Reels and YouTube Shorts. Each cut is under 60 seconds, with a strong standalone idea and clean narrative arc. 1. Consistency Evolves Into Rhythm

Timestamp 00:00–00:52

Length 52 seconds

Hook Success starts with consistency—but at the next level, it should feel like rhythm.

Cut Start with “Success is a lot about consistency” and end after “because it doesn’t feel like work anymore, right?” 2. Stop Assigning Tasks—Create Ownership

Timestamp 03:43–04:38

Length 55 seconds

Hook Is your team responsible for completing tasks—or producing results?

Cut Start with “The next thing is understanding role ownership” and end after “are they on the hook for the results?” 3. The Weekly Leadership Rhythm

Timestamp 05:02–05:58

Length 56 seconds

Hook A simple weekly rhythm that makes the whole leadership team better.

Cut Start with “What do we need to do going forward?” and end after “we are growing together as a leadership team.” 4. Your Team Is a Leadership Leverage Point

Timestamp 05:59–06:55

Length 56 seconds

Hook Developing your team doesn’t just grow them—it makes you a better leader and grows the business.

Cut Start with “So here’s what happens here of you as an advisor” and end after “working on the business with your most important activity at the same time.”