change

The Plan that Grows with You
photo shows a desert highway with

Maybe the idea of “the finish line” is overrated. You know about my long-time goal of working until I’m age 92, so this sentiment shouldn’t be a shocker.

But we’re thinking about other ways this idea applies. A lot of investment wisdom suggests finding strategies that work with your current life stage. What milestones are coming up? What are you working toward right now? What can you prepare for? Even in this approach, though, life shouldn’t be treated like a checklist.

It’s definitely a journey—and you can’t plan for all the stops along the way. Our approach has to reflect that reality.

Psychologist Carol Dweck studies motivation and mindset. Her take? If things feel fixed or set in stone, look out: that attitude may be a signal that you’ve shut down in the face of change.

We’re not saying that flip-flopping or changing for its own sake is the way to be, but we can’t grow unless we’re willing to change.

“Opening yourself up to growth makes you more yourself, not less,” Dweck explains in her book Mindset. Dweck encourages us to continue to “learn and help learn,” and that’s an idea we can get behind.

You can be a whole person every day you live, but that doesn’t mean your living is ever finished. That’s how we feel about our work, too: a strong financial advisor isn’t a teacher or guide necessarily. An advisor can be a partner on that path. We can map an approach that is complete, robust, and comprehensive—but you better believe that the plan should be able to grow right along with you.

Clients, write or call when you’d like to talk about this, or anything else.

Play the audio version of this post below:

The Plan that Grows with You – 228Main.com Presents: The Best of Leibman Financial Services

This text is available at https://www.228Main.com/.

Streams of Consciousness
photo shows four different driftwood fires burning on a Platte River sandbar

A pastime of mine is enjoying driftwood fires on the Platte River, just outside beautiful downtown Louisville. With the changes in the weather, a recent trip to the river got me thinking.

There’s an idea—often attributed to Greek philosopher Heraclitus—that suggests, “No one ever steps in the same river twice, for it’s not the same river, and they are not the same person.”

Each day, we experience new things. These events bring us joy, sadness, pain, elation. Some events change us by an inch. Others change us by a mile. Some changes are flighty. Others are permanent.

But we change daily.

The market has been acting like this proverbial river lately. From a distance, not much has changed. But if you look closer, you’ll see it differently. Small victories. Temporary setbacks. The ebb and flow of new information.

We have a sense of where the market is flowing. But just like an actual river, there are no guarantees (Mother Nature has her ways, right?).

As the river makes anew, it brings me more driftwood. Which allows me to continue my pastime. Which prompts me to recognize that each fire is different—and the observer is different too.

Clients, if you’d like to talk about this or anything else, email or call.

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Play the audio version of this post below:

Streams of Consciousness – 228Main.com Presents: The Best of Leibman Financial Services

This text is available at https://228main.com/.

NEITHER HERE NOR THERE
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The secrets to success aren’t locked in the past, but they also aren’t waiting to be revealed in some crystal ball. History and context have plenty to teach us, and we ought to prepare as best we can for the future.

But success depends on our ability to move among the past, present, and future. That’s the key.

Imagine if we relied solely on the past. Human tendency leads us to believe current trends will continue. We are masters at spotting patterns and weaving details into coherent tapestries. (Those are the moves that kept us alive when our main job was to avoid predators and find sustenance.)

Today our brains try to do the same thing—to a fault, sometimes. Economic information surrounds us, and we want to find the story in it quickly. The brain wants to spot the pattern and react. When we learn that a company is finding some early success, for example, we want to conclude, “It’s a rocket ship, look at it go!”

Understanding the current trajectory is important, but the patterns of history are especially useful. Every age has fallen prey to some sort of mania. Tulips in 16th century Holland? Tech stocks in the 1990s? Not such different moments. There’s an edge in both knowing the history and being able to apply its lessons.

But what if that’s all we have, the wisdom of history? Well, we miss the big turning points, those moments of departure. We have to understand why and when a change might occur. The future will not be like the past: a proactive approach may keep us ahead of the pack.

In business, even when our past methods and processes have served you and us well, the world keeps spinning: we can expect change, which means we’d do well to keep an eye on potential opportunities, bargains, and possibilities.

My education includes a degree in history. When I was in college and developed a growing interest in business, I spent time on my own in the campus library with The Wall Street Journal and The Journal of Commerce. Like I’ve mentioned before, it’s tough to say which has been more valuable to clients—the history studies or the business reading.

How we got here and where we’re going are two different conversations. So the secrets to success are neither here nor there—literally. They’re in the wisdom in between, and we have to keep perspective.

Clients, if you would like to discuss this or any other topic, please email us or call.

COMPLETELY UNFINISHED
photo shows a desert highway with

Maybe the idea of “the finish line” is overrated. You know about my long-time goal of working until I’m age 92, so this sentiment shouldn’t be a shocker.

But we’re thinking about other ways this idea applies. A lot of investment wisdom suggests finding strategies that work with your current life stage. What milestones are coming up? What are you working toward right now? What can you prepare for? Even in this approach, though, life shouldn’t be treated like a checklist.

It’s definitely a journey—and you can’t plan for all the stops along the way. Our approach has to reflect that reality.

Psychologist Carol Dweck studies motivation and mindset. Her take? If things feel fixed or set in stone, look out: that attitude may be a signal that you’ve shut down in the face of change.

We’re not saying that flip-flopping or changing for its own sake is the way to be, but we can’t grow unless we’re willing to change.

“Opening yourself up to growth makes you more yourself, not less,” Dweck explains in her book Mindset. Dweck encourages us to continue to “learn and help learn,” and that’s an idea we can get behind.

You can be a whole person every day you live, but that doesn’t mean your living is ever finished. That’s how we feel about our work, too: a strong financial advisor isn’t a teacher or guide necessarily. An advisor can be a partner on that path. We can map an approach that is complete, robust, and comprehensive—but you better believe that the plan should be able to grow right along with you.

Clients, write or call when you’d like to talk about this, or anything else.

It’s a Whole New Ball Game

picture shows sunrise behind dewy grass

Millions of us are living through new experiences. The global pandemic has affected many aspects of daily life. Sportscasters and others have used the expression “It’s a whole new ball game” to describe suddenly changed circumstances.

It seems apt now. The rate of change—and the stakes—in this pandemic can feel overwhelming and disorienting. And yet we wonder…

We humans start out knowing nothing about anything, right? Babyhood was a whole new ball game, along with getting teeth, walking, going to kindergarten, making friends (and enemies), and all the other developments in our lives.

So how is it that we have each managed to adapt and deal with this lifetime of ever-changing circumstances, coped with each and every “whole new ball game”? What lessons are there as we each deal with our current set of changes?

Some of the answers might be found in our own pasts, the things that have taught us perspective. Maybe the answers are in our goals and priorities: they could guide the way through. No matter what we each face now, the overall challenge of change remains.

We might revise the old saying and conclude, “It’s always a whole new ball game.”

Clients, if you’d like to discuss this or anything else, write or call.

The More Things Change

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“Plus ça change, plus c’est la même chose.”
Jean-Baptiste Alphonse Karr wrote those words in 1849, which we know by the translation “the more things change, the more they stay the same.”

We are reminded of this epigram when we hear about the wide and sweeping changes that are supposedly with us forever now, in the aftermath of the pandemic. You do not need to go very far to find predictions that our daily lives will be changed forever. No more large-venue events like sports or concerts, restaurant dining becoming a rarity, central offices a thing of the past, airline travel shriveling.

The truth is, we humans are social beings. The biggest pandemic of modern times, the 1918 influenza, killed 50 million people worldwide, more than any war in history. Then as now, infection could mean death. And it was followed by the Roaring Twenties, notable for its gatherings and parties. Two or four years from now, we are likely to be attending as many group events as we were seven, fourteen or twenty-one years ago.

A home office teammate moved to a beautiful, larger living space shortly before concern about the coronavirus became widespread. I posed the question: was it possible to work from home? Their answer was, it was possible, but not desireable. The interaction with colleagues, the ease of finding the right expertise to help with a question, shared meals, the serendipitous exposure to unexpected ideas: those positives are hard to replicate working from home.

We humans are adaptable. We can do this lockdown thing, stay in touch with video calls, work from home effectively, get by without restaurant dining and parties and conferences. In other words, make the best of it. But we also tend to believe that current conditions will persist, and sometimes have trouble picturing a change.

Yes, there will be changes. But the more things change, the more they stay the same. Our humanity is not going away. We crave connection. We believe the enduring features of human nature will manifest themselves as soon as they are able.

Clients, if you would like to talk about this or anything else, please email us or call.

The Long View

© Can Stock Photo / iofoto

The unemployment rate dropped to 3.5%, a fifty-year low, according to the Labor Department’s report for September. Like clockwork, some observers were quick to find the clouds around this silver lining.

That got us to thinking about life fifty years ago compared to today. Looking at the facts, it is hard to think of it as anything but unimaginable progress. In 1970, more than three quarters of homes lacked air conditioning. Televisions were only in 61% of them. 38% had washing machines. One in twenty lacked indoor
plumbing. There was about one land line telephone for every two people.

More startling are the things that nobody had in 1970, because they had not yet been invented. Mobile phones, digital cameras, post-it notes, email, video games, inkjet printers, MRI scanners, fiber optics, personal computers, GPS, and the internet, to name a few of them.

Median household income, adjusted for inflation, grew 37% over that half century. The rich got richer, but the average household made a lot of progress, too.

However, life isn’t all puppy dogs and rainbows, as an older acquaintance of mine likes to say. The economy grew and shrank in its cycle of expansions and recessions. The stock market, measured by its major averages, also went up and down year to year, sometimes sharply.

In between the record low unemployment rates at the beginning and end of the fifty years, we had three episodes of unemployment in excess of 10%.

We have noticed that when times are bad, some have difficulty imaging a recovery. And when times are good, some can scarcely think about the possibility of poor times returning. We humans like to believe that present trends and conditions will persist, good or bad.

The bad news is, the economy and the markets will continue to go up and down. The good news is, over the long term we have made amazing progress on almost every front. The past is no guarantee of the future, of course. In our opinion, there are many reasons to believe our progress will continue.

Clients, if you would like to talk about this or anything else, please email us or call.

Content in this material is for general information only and not intended to provide specific advice or recommendations for any individual.

The economic forecasts set forth in this material may not develop as predicted and there can be no guarantee that strategies promoted will be successful.

Change is Changing

© Can Stock Photo / PerseoMedusa

When we think about our lives, our work, and our leisure, it seems evident that the pace of change is accelerating. This is not a new idea. A 1970 best-selling book by Alvin and Heidi Toffler, Future Shock, first brought this idea into public consciousness—they argued that the rate of change was overwhelming for many people. The future was coming too quickly. And since then, things have only gotten faster.

A speaker spent time talking about change at the recent LPL Financial national conference. One of the lessons of change is that knowing about it is not good enough, but instead, “You have to do something about it.”

We think about the evolution of the economy and the markets, the changing face of law and regulation, industry trends that affect us, and the unfolding needs of you, our clients. There are many sources of change!

Knowing that adaptability is the new superpower, as White says, we also think about how we survive change, or better yet, thrive in it. How do we “do something about it”? The answer, for us, has a number of parts.

• Focusing on your wellbeing helps us sort out what we need to do in seeking to improve your position in the years ahead. You know our theory has long been the better off you are, the better off we will ultimately be. Looking at change through this lens brings clarity about what we need to do.

• Planning to work to age 92 has perhaps given us the perspective of a younger, more vibrant enterprise. When others might be coasting toward retirement, seeking an exit, we are gearing up and planning for the decades ahead.

• Having a sophisticated institutional partner like LPL Financial is a boon. It feels as if they are creating the future of digital communications together with us. They are at the leading edge of new media in terms of support and training, in our opinion. Few colleagues employ these tools to the extent we do, to keep our connection to you.

The unfolding future, change and all, feels as if it were built for us. We like having the same story for everyone. Communicating at the speed of light is good for you and for us. And it is as gratifying as ever to work with you as you strive toward your goals.

Clients, if you would like to talk about this or anything else, please email us or call.

The opinions voiced in this material are for general information only and are not intended to provide specific advice or recommendations for any individual.

Laying the Foundation

© Can Stock Photo / ermess

One speaker at the recent LPL annual conference prompted us to reflect: “Adaptability is the new superpower. The faster change happens, the quicker our experience expires.”

It is daunting to think about everything changing all the time. But as we pondered these thoughts, we realized that while many things do change, some things do not. We see this in our framework of values, principles, strategy, and tactics.

Start with unchanging values, which give rise to the principles by which we live and work. Then you have a strong foundation from which you can adapt strategy and tactics to changing times, new opportunities, and developing threats. The unchanging things provide congruence and stability even (especially!) in the midst of change.

If what we do needs to change, where do we begin? Our principles, rising from our values, guide us at all times, in every condition. Strategy needs to adapt; tactics change even more frequently. But they are shaped and guided by the bedrock on which they are built.

And this idea might have it: it may be that stable values and principles are more important than ever before. In the 19th century, a saddle-maker or blacksmith might have practiced the same trade the same way for an entire career. If there is no change, the process of adapting is unnecessary.

But if strategy expires more frequently today, then the values and principles that drive strategy are more important. Therefore, authenticity—being genuine regarding those values and principles, as consistently and openly as possible—might also be more important than ever before.

People may need a clear understanding of who we are, what makes us tick, in order to have faith that we will be able to adapt and thrive in a changing world.

Could straightforwardness—“what you see is what you get”—be the most valuable business skill of the 21st century?

We believe life is too short to spend any time trying to kid you. Our energy is finite, and we focus it on striving to be of value to you, not trying to maintain some pretense or other. We aren’t perfect, we make mistakes, we can offer no guarantees. But we are excited about the way the future is unfolding.

Clients, if you would like to talk about this or anything else, please email us or call.

The opinions voiced in this material are for general information only and are not intended to provide specific advice or recommendations for any individual.

All investing involves risk including loss of principal. No strategy assures success or protects against loss.

The History of the Future

© Can Stock Photo / Tasfoto

One might say that the study of History as a formal endeavor began 2,400 years ago. Herodotus, the so-called Father of History, sought “to prevent the traces of human events from being erased by time” in his chronicles of the Peloponnesian wars. Herodotus used perspective, context, and narrative to relate the fruits of his inquiries.

These same techniques are the foundation of our work. Facts and data come at us as if from a fire hose, particularly in the digital age. Perspective and context help us determine what is significant and pertinent; narrative is how disparate events and trends and facts can be woven into an understandable story.

The future will be different from the past; the next decade will not be like the last decade. So how does history fit into understanding the future?

First, some processes of change seem to be universal, even though the particulars change. For example, the future may include an energy revolution in which solar technology and battery storage combine to usher in unparalleled access to cheaper energy. But water power and steam power and petroleum are simply earlier examples of energy revolutions which also ushered in unparalleled access to cheaper energy. Same song, new verse.

Second, many times what seems to be entirely novel is truly not. After 9/11 a client told us “never before have we been this fearful and afraid.” The same client, as an elementary teacher, had coached young children how to get under their school desks and cover up to mitigate damage from nuclear war. Remembering the history of the Cuban Missile Crisis helped keep the events of 9/11 in perspective.

Third, human nature persists through every age. History provides a rich tapestry of behavior in action. Thinking about investments, the Tulip Mania in 16th century Holland and the South Sea Bubble in the 18th century provided many clues to the growth mania and technology bubble of the late 1990’s. Those who knew this history, and applied the knowledge properly, had an edge.

My education includes a History degree. When I developed a greater interest in business as an underclassman, I read the Wall Street Journal and the Journal of Commerce every day in the campus library. Not wishing to extend my college years by changing majors, I persisted in the study of History. Now, I would be hard pressed to say which has been more valuable to clients —the reading in the library, or the History degree.

Clients, if you would like to discuss this or any other topic, please email us or call.

The opinions voiced in this material are for general information only and are not intended to provide specific advice or recommendations for any individual.