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Recent Blog Posts
“Arriving at your destination is not your goal right now.” That phrase may be blunt, but the purpose behind it certainly isn’t. Clients often come in with a destination in mind for their ..
The Laws of Attraction
Ever wonder how successful advisors attract so many opportunities? Watching someone in action can be fascinating; it’s almost as if some people are gifted with super-sonic vision that allows them to see opportunity everywhere. How do they do it? What do they say? What the heck are they delivering in that elevator pitch? Maybe some advisors do have a great elevator pitch, the well-tailored kind that brilliantly boils down the essence of their successes into forty-second sound-bites that resonate.
Look Above the Horizon
Possibly, the biggest downfall for advisors is their tendency to move too quickly into discussions of the solutions—the products and tactics of a strategy. While a well-crafted strategy is a beautiful thing indeed, clients in the beginning of a planning cycle are more concerned about harvesting the fruits of a plan than they are about discussing the specific tools they need. When a client first sits down with an advisor, he wants to feel something, be ignited with a new sense of purpose. He wants—and needs—a good dose of inspiration.
Make Referrals Happen Naturally
Getting referrals is more than an end-goal; it’s a way of life. Qualified referrals aren’t simply there for the asking. Yes, if you ask, you’ll likely get (possibly a little reluctantly) a list of names. However, most serious referrals, the kind that turn into bona-fide clients, aren’t initiated in contrived situations. They happen naturally when a happy client connects with a friend or colleague who might need your services. But what internal mechanism triggers that client to offer your name? Is it the fact that you once asked him for names? Probably not.
The Intentional Team Model
Too often, when tackling a major initiative, you get thrown into the confusion and dysfunctional dynamics of your client’s so-called team. When you ask about an element of the planning process, the client is likely to shrug it off, “I’ve got it all covered.” The irony of the statement is that even he can’t tell you what it all is. As advisors, we know that covering it all takes the coordinated efforts of a well-appointed team. But does the client know that? Does he know he’s assembled a team by default? Is anyone even coordinating the efforts?