Nerd's Eye View blog

#FASuccess Ep 105: Growing An Advisory Firm By Pairing Young Advisors To Acquired Books Of Business From Retiring Advisors, With Chip Munn

January 1, 2019 07:01 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome back to the 105th episode of Financial Advisor Success Podcast!

My guest on today's podcast is Chip Munn. Chip is the co-founder and managing partner of Signature Wealth, a hybrid wealth management firm on the Raymond James platform that has quickly grown from $300 million to over $1 billion of assets in just the past few years.

What's unique about Chip, though, is the way that he's grown the firm, with an acquisition strategy focused on buying books of business from advisors who are retiring and leaving the industry, and then handing them off to younger advisors who can service the clients, and using the credibility and experience of the firm and its team to help clients get comfortable with the transition to their new young advisor.

In this episode, we talk in depth about what it was like for Chip's firm as they transitioned from a regional broker-dealer to the independent model under Raymond James, how trying to hire staff and gain economies of scale created challenges growing the advisory business, why Chip ultimately decided to create an option for other advisors to affiliate under Signature to solve those challenges for other solo advisors, and why there's still such an opportunity to support advisory firms that have chosen the independent model, because being independent doesn't necessarily mean that we want to be alone.

We also talk about Chip's process for acquiring advisory firms. How they created a structured questionnaire for the advisor to dictate answers to in order to quickly build a historical record of all of a client's relevant information, the way they focus on telling the story of Signature Wealth and its greater resources to persuade the clients to stay through the transition, how they position young lead advisors as part of a team to get transitioning clients comfortable, and how they do semi-annual events for clients in each branch office location to keep clients engaged with the firm.

And be certain to listen to the end, where Chip talks about his own evolving role in the advisory business as it grows. The way he's reallocated a portion of his time from developing client relationships to developing team members, how he's identified his own unique ability, and the way that he repositioned leadership duties with his business partner, in recognition that he's a visionary and his partner is the business integrator.

How To Better Attract Your Ideal Clients By Crafting A Specific Client Persona To Market To

December 31, 2018 07:07 am 1 Comment CATEGORY: Marketing

Arguably, the hardest thing for most financial advisors is not just learning their craft, but rather generating leads and finding new prospective clients to get in front of in the first place. As no matter how good an advisor is at giving great advice and helping people move towards their goals in life, the sad fact is that there aren’t that many folks who wake up in the middle of the night in a cold sweat because they suddenly realized they don’t have a comprehensive financial plan! Which means that an advisor not only needs to be good at what they do, but they also need to learn how to effectively market their services and communicate their value to people that they might do business with. Because if there aren’t prospective new clients coming through the door, eventually the practice simply won’t be a viable business anymore.

For most advisors struggling to grow, the natural solution is to cast an ever-wider net to try and attract anyone who might be willing to pay for advice. Unfortunately, though, such an approach makes it remarkably difficult to differentiate yourself… as when trying to market to everyone, it’s almost impossible to be differentiated for any of them. Instead, by focusing in on a specific and narrow target market, it becomes much easier to create and distribute very targeted marketing messages that resonate with your chosen niche.

Yet just saying that you serve a particular niche isn’t enough. To truly gain a deep understanding of the type of client you want to attract and figure out how to market to them effectively, Katie Godbout, the director of sales and marketing for Covisum, highlights in this guest post one of the most powerful tools any marketer can use to get very specific about who they’re targeting and how to reach them… the client persona.

The client persona is a detailed description of an ideal target client, which describes (among other things) their demographics, specific pain points and goals, where and how they spend their time and money, and (most importantly) how your services meet their specific needs. Which matters because, as Katie explains, by putting yourself in the shoes of these hypothetical clients you can determine if your messaging will really resonate with prospective clients, if the marketing channels you choose would actually reach them in the first place, and if the client experience you create will really foster the creation of a long-term relationship (so that you can effectively systematize and replicate that experience for other similar target clients as well).

Ultimately, by painting a crystal clear picture of an ideal client and targeting them accordingly, advisors will find that they come across prospects that aren’t a good match and might be better served by another advisor whose service offering meets their needs. But in a world where an advisor can create a wildly successful business by serving 50 (or fewer) of their ideal clients, getting very specific about the details and characteristics of the exact ideal client you want to serve will go a long way towards ensuring that when you do find one, your marketing messages resonate and attract him/her to actually become one of your ideal clients.

Weekend Reading for Financial Planners (Dec 29-30)

December 28, 2018 03:01 pm 0 Comments CATEGORY: Weekend Reading

Enjoy the current installment of "weekend reading for financial planners" – this week's edition kicks off with an interesting look at industry trends looming in 2019, as the "war" between wirehouses on the one end and independent RIAs on the other end continues... but the real winners may be the rise of "New Nationals" (from certain independent broker-dealers to entirely independent advisor support platforms) that are providing the requisite support infrastructure around independent advisors that help them to remain independent while providing at least some of the benefits of size and economies of scale.

From there, we take a deeper look into the swirling trends around broker-dealers, including a look at the rising level of upfront recruiting checks being paid from independent broker-dealers (but often with problematic strings attached), how despite criticism the withdrawal from the Broker Protocol appears to be going well for Morgan Stanley and UBS and actually improving their retention, how regional broker-dealers are on the rise (in large part by the success they're still having in pulling brokers away from wirehouses), and tips on how brokers can better navigate their broker-dealers to get the level of customization or exceptions they want in ever-growing bureaucracies.

There are also a number of marketing articles this week, from a high-net-worth investor study finding that most prospects can't distinguish advisors at all based on their undifferentiated websites, tips on how to write better email subject lines so your marketing messages actually get read, why it's better to describe your financial planning process as a series of accomplishments (rather than just a series of chronological steps), and how the most successful version of "content marketing" for advisors requires not just producing broad-based personal finance content by hyper-targeted specialized content that truly demonstrates the advisor's unique expertise.

We wrap up with three interesting articles, all around the theme of thinking differently: the first is a fascinating reminder that for many businesses, the most valuable asset (that a bad employee can lose) is not the firm's computers or other equipment, but the attention of clients and prospects and their willingness to read your emails and other messages (which means attention is an "asset" that should be respected and even obsessed over); the second looks at the phenomenon of a "scarcity mindset", why it was evolutionarily advantageous to focus on and always be worried about the next scarcity, and how doing so in today's environment may be taking away from our ability to enjoy the great richness the world currently has; and the last explores the "spaced retention" approach to learning, and how - whether we're trying to study for the CFP exam, deepen our expertise in a niche, or simply learn something new for ourselves - that cramming and rote memorization are actually terrible ways to learn, and that repeatedly taking in small amounts of information over a sustained period of time is far more effective to really learn it!

Enjoy the "light" reading!

Hiring Children In The Family Business For Tax (And Other) Benefits

December 26, 2018 12:01 pm 20 Comments CATEGORY: Taxes

Becoming a successful small business owner is one of the hardest things that a person can do. For decades, the chances of a small business with employees making it past the five-year mark has been remarkably consistent, at roughly a 50/50 proposition. And at 10 years, the numbers are even worse, with only around a third of the original businesses still hanging on.

With the chances of success being so statistically low, one has to ask themselves, “Why are there still so many people willing to take on the long odds?” And while the answers are surely varied, one of the most common reasons individuals seek to become business owners is that they are able to have more control over decisions. Those decisions include, among others, what types of solutions the business will offer, how it will service its clients/customers, who the business will use for vendors, and who the business will hire (and fire).

And as the IRS’s own website itself says: “One of the advantages of operating your own business is hiring family members”. That family member can be a spouse, sibling, parent, or even a child. In fact, while hiring a child may not seem like a top-of-mind move for many businesses owners, if you play by the rules, there can be a surprisingly broad array of tax (and other) benefits to doing so!

In fact, with the Tax Cuts and Jobs Act increasing the Standard Deduction up to $12,200 (in 2019), children employed in a family business can earn that much in income and enjoy a 0%(!) tax rate on their income (at least for Federal tax purposes), all without facing the Kiddie Tax (which only applies to unearned income). In addition, many states will also permit children employed in the business to avoid unemployment (FUTA) taxes, and children working for their parents’ sole proprietorship, partnership, or LLC may also avoid employment (FICA) taxes as well (which can be a material tax savings for many families, and especially those with high-income parental business owners). Furthermore, employing a child in the business also creates earned income that can qualify the child to make a Roth IRA contribution, and/or qualify the child for other employee benefits.

The caveat, though, is that employing a child in the business still requires that he/she do bona fide (age-appropriate) work in the business (i.e., a “real” job), for a “reasonable” (and not excessive for tax purposes) wage. The work must also comply with both Federal Fair Labor Standards Act (FLSA) rules (which fortunately are fairly flexible for parents employing their children in their own wholly-parental-owned business), and state child labor laws as well.

#FASuccess Ep 104: How Financial Coaching Skills Enhance The Financial Planner’s Value Proposition, with Saundra Davis

December 25, 2018 07:03 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome back to the 104th episode of Financial Advisor Success Podcast!

My guest on today's podcast is Saundra Davis. Saundra is the founder of Sage Financial Solutions, which provides training and develops certification programs to teach people the skills of financial coaching.

What's unique about Saundra, though, is the way that she's integrating together financial coaching with low-income financial counseling on one end, and also with financial planning for more affluent clients at the other end, and highlighting how, regardless of one's income and affluence, anyone can struggle from time to time in their ability to align their financial behaviors with their financial goals.

In this episode, we talk in depth about what the financial coaching approach really entails and how it both differs from and complements financial planning, because, as Saundra puts it, financial planning covers the what, but financial coaching covers the why in order to jointly arrive at the how, how the process of financial coaching leads the advisor to ask substantively different questions and navigate the client discovery process in a different way, and how financial coaching helps to address the common challenge that we face as financial planners, where clients come in and engage us for financial planning and then fail to actually follow through and implement the recommendations that would clearly benefit them.

We also talk about some of the key tenets of effective financial coaching itself, including why the essence of financial coaching is not about asking questions about the client's financial situation in order to get data but instead about asking powerful questions that both extract information for the plan and help clients make their own self-discoveries about their financial thinking. Why financial education is necessary but not sufficient to bring about financial behavior change, because, as Saundra says, you can't do better if you don't know better, but knowing better doesn't necessarily mean you'll do better. Why it's essential to hold your clients in high esteem and not judge their prior financial decisions and actions in order to help them, regardless of what you may personally think about their financial situation, and a recognition that in the end, we as financial planners can't actually change our clients' financial lives, but we can help them to change their own financial lives for the better.

And be certain to listen to the end, where Saundra shares information about the FFC and APFC financial coaching designation she's developed to help train financial planners in financial coaching skills, how Saundra drove her career success forward by making her own commitment to put $10,000 a year towards her professional education, and her advice to financial planners that the best way to really learn about the power of financial coaching is to put yourself through the process, for which she actually has coaches going through the Accredited Personal Financial Coach designation who are looking for prospective clients to practice on, for any advisors who might be interested.

So whether you're interested in learning more about ways to help clients implement the advice you give them, how financial coaching can enhance your value proposition to clients, or various pathways for advisors who are new to the profession, then we hope you enjoy this episode of Financial Advisor Success with Saundra Davis.

2018 Highlights – The Top 20 Nerd’s Eye View Blog Posts You Might Have Missed

December 24, 2018 07:12 am 0 Comments CATEGORY: Nerd's Eye View

As we enter the holiday season and 2018 winds to a close, I am once again so thankful to all of you, the ever-growing number of readers who continue to regularly visit this Nerd’s Eye View blog (and share the content with your friends and colleagues, which we greatly appreciate!). Over the past year, our readership has grown yet another 16%, with more than 220,000 unique readers visiting Kitces.com in the past month. But the journey for us is never done… as this year, we’ve added a number of new team members both writing for the blog and supporting us behind the scenes, as we gear up for an even bigger and better 2019 with back-end enhancements to the platform, new industry research studies, and new types of content that we hope you will continue to find valuable.

Yet we realize that the sheer volume of content that’s released from the Nerd’s Eye View can be overwhelming at times, and that, even though so many of you have made this blog a weekly habit, it’s not always possible to keep up with it all. Which means an article, once missed, is often never seen again, “overwritten” by the next day’s, week’s, and month’s worth of content that comes along.

Accordingly, just as I did last year and in 2016, 2015, and 2014, I've compiled for you this Highlights list of our top 20 articles of 2018 that you might have missed, including some of our most popular episodes of the Financial Advisor Success podcast. So whether you're new to the blog and #FASuccess podcast and haven't searched through the Archives yet, or simply haven't had the time to keep up with everything, I hope that some of these will (still) be useful for you! And as always, I hope you'll take a moment to share podcast episodes and articles of interest with your friends and colleagues as well!

In the meantime, I hope you're having a safe and happy holiday season. Thanks again for another successful year in 2018, and I hope you enjoy all the new features and content we'll be rolling out in 2019, too!

Weekend Reading for Financial Planners (Dec 22-23)

December 21, 2018 02:54 pm 0 Comments CATEGORY: Weekend Reading

Enjoy the current installment of "weekend reading for financial planners" – this week's edition kicks off with a fresh look at the rise of T shares and Clean shares, which emerged after the Department of Labor's fiduciary rule as a way to provide less conflicted mutual fund share class options for broker-dealers to make available on their platforms... though with the DoL fiduciary rule being struck down, T shares have vanished almost entirely and Clean shares are primarily surviving in their "semi-bundled" form that still permits at least some revenue-sharing payments to platforms. Though with the explosive growth of truly-no-revenue-sharing Clean shares in fiduciary retirement plans, the potential remains for a Clean shares resurgence amongst individual financial advisors as well... particularly if the regulators re-emerge with a new fiduciary rule in 2019.

From there, we have a number of retirement planning articles this week, including a look at how couples often benefit significantly from a financial perspective by not retiring at the same time (facilitating everything from delayed Social Security for the higher-earning spouse to employer-provided health insurance to bridge the gap from retirement to Medicare at age 65), the factors that drive when couples do (or don't) retire together, how Baby Boomers are emerging as the "loneliest" generation in retirement (due to lower rates of children and higher rates of divorce) with substantial loneliness-related health complications, and the rise of a new model for promoting social connectedness for seniors called the Villages (started with the Beacon Hill Village in Boston) that encourages "younger" senior citizens in their 50s, 60s, and 70s to support and interact with older seniors in their 80s and 90s with a social pay-it-forward ethos.

There are also a number of practice management articles, from rising fee pressure amongst asset managers driving them into the wealth management business where they're increasingly competing with financial advisors themselves, to some ideas about how advisors can better differentiate in an increasingly crowded advisor marketplace, the ways that advisors sometimes unwittingly negotiate "against themselves" on their advisory fees (conceding pricing discounts for all based on just a few outlier clients), and a look at how one advisory firm rolled out a "Milestone Rewards" loyalty program that discounts client fees if/when they stay with the firm for at least 3 years.

We wrap up with three interesting articles, all around the theme of advisor regulation in 2018 and 2019: the first looks at how tumultuous the changes in advisor regulation have been in Australia, which went through an even more extreme version of fiduciary rulemaking back in 2012 and is now struggling with the aftermath consequences of product manufacturing firms that employed their own advisors and continued to give conflicted advice anyway; the second explores how the regulatory shift in Australia is fundamentally shifting power away from investment product manufacturers and into the hands of advisors and clients themselves (which is good for advisors and consumers, but not something the industry is willing to let go of lightly!); and the last is a look at some of the issues that may play out with the SEC's own looming "Regulation Best Interest" proposal anticipated to be issued in revised form in 2019, which has already been under fire not only from fiduciary advocates but even the study that the SEC itself commissioned RAND to conduct, that found that the disclosure-based Form CRS only confuses consumers even more about the actual differences between the standards of care that apply to brokers versus investment advisers.

Enjoy the "light" reading!

Using Tiller Money For Cash Flow Tracking And Budgeting With Clients

December 19, 2018 07:33 am 0 Comments CATEGORY: Technology & Advisor FinTech

Cash flow is the financial lifeblood of the household. As no matter how effectively one plans for the future, with savvy tax strategies and well-diversified investment portfolios… if there’s more cash leaving the household than there is coming in every month, eventually the plan (and the money) will run out.

Unfortunately, though, remarkably few individuals have a clear understanding of where their cash is actually going from week to week and month to month throughout the year. At best, most households are aware if their available cash balance (e.g., the bank account) is rising or falling… but without knowing where exactly the money is going, there’s no way to make adjustments. Yet in practice, tracking spending to figure out where the cash is going can be so time-consuming and laborious that many households would rather stay in the dark than take the time to do the extra work.

The good news, though, is that technology tools – when combined with the ongoing shift towards “cashless” digital transactions – is making it easier than ever to track a household’s cash flow. In this guest post, Lindsay Bourkoff, Director of Financial Planning at Shrier Wealth Management, highlights the software tool that she’s found works best in planning with clients: Tiller Money.

Discovered in her process of trying to find a cash flow tracking tool for her own household, Lindsay shares how Tiller Money finds a balance between automating the download of transaction data, easy viewing and output by aggregating the data into a custom Google Sheet (rather than a proprietary software app that cannot be adapted for individual client needs), and categorization (which can be done semi-automatically, though Lindsay notes that, in practice, having clients play at least a small role in manually categorizing irregular expenses can actually help to put them in better touch with where their money is really going).

Ultimately, some advisors (and their clients) may prefer a more automated solution to fully track and categorize expenses, while others may prefer an entirely hands-on approach. But in a world where there are still remarkably few cash flow tracking and budgeting tools for financial advisors themselves, Tiller Money provides an interesting consumer-based alternative (that can still be easily adapted for financial advisors in our own practice with clients).

#FASuccess Ep 103: Finding Success As A Great Financial Planner Without The Need For Business Development Or Partnership, With Kathleen Kenealy

December 18, 2018 07:14 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome back to the 103rd episode of Financial Advisor Success Podcast.

This week's guest is Kathleen Kenealy. Kathleen is the managing director and senior wealth advisor for Boston Private Wealth, a private bank and trust company in the Boston area that oversees nearly $8 billion of assets under management, of which Kathleen manages more than $300 million for 75 client households.

What's unique about Kathleen and her role at Boston Private, though, is that she wasn't responsible for doing the business development to get those 75 client households over the past 3 years, which was handled by the business development officers for the private bank instead, allowing her to spend all of her time simply focused on really doing financial planning for her affluent clients, and also improving the financial planning processes of the entire firm, for which she was recently recognized as an InvestmentNews 40 Under 40 Honoree.

In this episode, we talk in depth about what it's like to work within a larger advisory firm that has separated out the prospecting and business development from the financial planning work that its wealth managers are responsible for. How the firm does still involve its wealth advisors towards the end of the business development process to ensure that prospective clients are connected with the right advisor, what it's like to come into existing planning relationships with existing clients who may not actually be happy about being transitioned to a new advisor in the first place, and why it's never bothered Kathleen nor hindered her career as an advisor to not have her own clients, and instead be focused solely on working with clients of the firm instead.

We also talk about what it's like to be a financial planner in a large firm whose roots are in the standalone investment management business, the steps that Kathleen has taken to expand adoption of financial planning by all advisors in the firm, why the company decided to switch from eMoney Advisor to MoneyGuidePro for their financial planning work with clients, and how the firm looks at the capacity of a wealth advisor to service a certain number of clients, and why that number must vary between investment-only and financial planning clients.

And be certain to listen to the end, where Kathleen shares her path on building a career of working with advisory firms and their clients rather than going out on her own. The upside career aspiration she sees for herself, even if partnership happens to not be an opportunity at her currently publicly traded firm, how she's been able to find job opportunities with firms that won't require her to do business development but will reward her for being a great financial planner to clients, and her interview tips on how to show well as a financial advisor trying to get one of those job opportunities in the first place.

So whether you want to learn how Kathleen has been able to consistently find unique career opportunities as a financial planner, how the bank she works for separates out the responsibility of finding new clients from the actual financial planning process, and ways in which she's working towards standardizing the financial planning process at her bank, then we hope you enjoy this episode of Financial Advisor Success.

13 Concerns About FPA’s OneFPA Network Proposal: Does FPA Need “The New Chapters” Or “The New National” Instead?

December 17, 2018 07:01 am 0 Comments CATEGORY: Planning Profession

The FPA has trumpeted its recent OneFPA Network proposal as a vital “transformational change” for the organization, going so far as to say that the FPA will not be able to withstand the rapidly intensifying challenges in the landscape of membership associations without it, and that the organization simply won’t have the resources to survive and thrive at the current level of organizational separation between National and its (86 independent) chapters.

However, a deeper look at the OneFPA Network initiative reveals that the proposed solution may be about far more than “just” the virtues of centralized functionality to gain greater organizational cost efficiencies and economies of scale. As embedded in the OneFPA Network proposal is a requirement that what has been estimated at nearly $4M of cash in individual chapter reserves must be turned over to National when the chapter affiliation agreements are dissolved at the end of 2019.

And while FPA has maintained that local leaders of The New Chapters (TNCs) that replace the existing independent chapter system will still have control over their local budgets, in reality, the TNC budgets will have to comply with whatever National sets as its strategic framework and initiatives, and have their budgets conform to policies set by a new OneFPA Resource Coordination Committee, whose purpose – as the name literally implies – is to “coordinate” resources between National and its chapters. A committee on which the TNCs themselves will have 50% representation (with the other 50% coming directly from the National Board)… but which will ultimately be controlled by a tiebreaker-voting Chair to be appointed directly by National.

In fact, a deeper look at the new OneFPA committee structure reveals that in the case of every committee that has material financial or other decision-making authority over the new chapters, National has retained the right to appoint a Chair who ultimately sets the agenda of the committee and casts the tiebreaking vote in the event of a National-vs-chapters dispute. In addition, National has also reserved its own right to alter or outright disband any of its committees at any time – effectively neutering any real sharing of power that its “Participatory Governance” structure might have otherwise provided. And raising the question of whether dissenting chapters might try to pre-emptively leave the FPA with any excess operating reserves they have and affiliate themselves with a new/alternative membership association instead, like NAPFA, the Investments & Wealth Institute, or even the CFP Board itself.

Arguably, though, the biggest concern of the new OneFPA Network is not merely that FPA National will gain oversight control of how chapters spend their assets, but that the key aspects of how chapters generate their revenue – from chapter assessment dues, to the all-important sponsor relationships – have not yet even been determined under the new structure, except to recognize that in the future all dues and sponsor relationships will be under the control of National-Board-controlled committees that will then decide whether and how much of that money to share with the chapters (or not).

In point of fact, though, it is perhaps not entirely surprising that the OneFPA Network may be less about cost-saving efficiencies of centralized functionality, and more about the raw money itself – from existing chapter reserves that National will have set their own policies over, to future chapter surpluses (i.e., profits from successful events) that TNCs won’t necessarily have any right to at all, or chapter dues assessments and key sponsorship arrangements – as a deeper look at FPA National’s financial reports to members reveals that, while membership has declined “just” about 15% in the past decade, its revenues are down by nearly 35%, driven by a 45% drop in sponsorship and event revenue and a nearly 90% drop in advertising revenue for the Journal of Financial Planning, collectively blowing a nearly $4.5M per year hole in the FPA’s operating budget since 2008.

In the meantime, the reality is that many or even most of the key initiatives that the FPA states it hopes to accomplish by decentralizing its chapters into the OneFPA Network – from updating its membership database and technology systems, to formulating a National-chapter shared sponsorship arrangement, creating a new Leadership Institute, and implementing more consistent “best practices” across its chapters to provide for a more consistent member experience – could arguably be done already without the OneFPA Network, and should have been done already… except for the fact that, despite many such systems requests from the chapters for nearly 15 years, the National organization and its leadership have failed to execute them successfully enough for the chapters to actually want to implement National’s solutions in the first place.

Which ultimately raises a question about the true elephant in the room: is the real problem of FPA a failure of its chapters to operate efficiently enough to drive membership growth – the blame that FPA National is implicitly placing on the shoulders of the chapters and thus “necessitating” their dissolution into the OneFPA Network as a solution – or is the problem actually that the FPA is still largely operating under the same leadership for more than 20 years (when current CEO Lauren Schadle and Strategic Director/COO David Brand first became leaders in the ICFP), throughout which membership has remained stagnant and revenue has dangerously declined... and that perhaps today’s leadership simply isn’t able to figure out what it takes to successfully execute a financially viable growth plan for the FPA in the current environment (especially in light of the fact that every other financial planning membership association has increased its membership by more-than-50% since their pre-financial-crisis highs)? Or stated more simply: perhaps the FPA National Board needs to take a hard look at whether the best path forward for the FPA is to create The New Chapters, or to revisit whether and how it holds its own staff leadership accountable for failing to align and grow the organization, and whether it’s time for a leadership change to create The New National, instead?