Showing posts with label coach. Show all posts
Showing posts with label coach. Show all posts

Friday, 14 September 2012

Blog Has moved!!

Thanks for visiting the Blog...BUT WE HAVE MOVED!

To give readers a better viewing experience and an easier platform to find stories of interest the blog has been moved to 

www.financialadvisercoach.com

All the existing posts have been transferred, and it is a lot easier to search for them than ever before.  It is also easier to share them with others, or to follow new blog posts as they are put up.

The blog has a new name, which is reflected in the domain name (as above)


www.financialadvisercoach.com


Tuesday, 7 August 2012

Why Dirty Harry wouldn't win a Gold Medal

by Tony Vidler.

One of the great movie lines spoken by the character Dirty Harry was "a man's got to know his limitations".  A line which always seems to apply to financial advisers.

But this doesn't apply to Olympians does it?  

I am captivated by the incredible achievements of humans that is demonstrated at the Olympics, and their ability to continually re-define their (apparent) limitations.  

You cannot help watching them, admiring them, and then wondering how you can apply what they know and do, to the non-Olympic and mere-mortal world we live in.

At the London 2012 games 2 athletes standout for me personally, on the basis of how they continually have re-defined their own expectations (or self-limitations).  

Michael Phelps must be considered one of the greatest athletes of all time, and his record is remarkable.  The second athlete to stand out for me is also a swimmer - who did not win a medal.



Lauren Boyle, from New Zealand. What a remarkable young lady - and the epitome of a "champion".

She came 4th in the 800m freestyle final.  But to get there she had to continue, race by race, to swim faster than she had ever swum in her life.  Breaking her own national records to get to the final, and then under the immense pressure of the final of an Olympic glamor event, she lifted another notch again.   And at the end of the race, was she upset at getting 4th?  Not on your life...she recognized that she had challenged her own beliefs, re-defined her apparent limitations, and found a new confidence and performance level.

So what do Lauren & Michael Phelps have in common?


Well, they both have a coach that they listen to and learn from.  They apply process and systems to enhance their training and "professional development".  They take advice from their mentors.  It is up to them to put that advice into action and performance though.

According to a study of Olympic Champions here are their common denominators for success:

Characteristics of Champions

  An ability to cope with and control anxiety.
  Confidence
  Mental toughness/resiliency
  Sport intelligence
  An ability to focus and block distractions
  Competitiveness
  A hard-work ethic
  An ability to set and achieve goals
  Coachability
  High levels of dispositional hope
  Optimism
  Adaptive perfectionism


Source:  Psychological characteristics and their development in Olympic champions.
Gould, D., Diffenback, K., & Moffett, A.

If you want a self-improvement checklist of things to work upon, you will not find a much better list than this one.

On this basis, would that excellent pistol shooting Dirty Harry have got a gold medal?  

I don't think so...at the very least because he wasn't too "coachable", or open to learning.  There are a couple of other attributes that he didn't share with the Olympians either, and we can't overlook his tendency to adopt a cynical "me versus the world" attitude combined with a mindset of "my way is the only way, and winning is everything".  Brute force as a method of problem solving also has its limitations too I guess.

What led me down this line of thought in recent days is the realisation that there are more business owners like Dirty Harry than there are business people thinking and behaving like Olympians.

Champions challenge themselves, and are continually focused on incremental improvement, open to new ideas and learning, and reinforce all they learn with sheer hard work.  

Any professional advisers or professional service firms looking to develop or just get business ideas and inspiration should think about adopting the mindset of an Olympian rather than Dirty Harry. 

You don't have to actually get a gold medal or be first in the world to be a champion.  You only have to have seen Lauren immediately after NOT winning a medal to realise that.

 http://www.3news.co.nz/No-medal-but-still-glory-for-record-breaking-Boyle/tabid/1706/articleID/264158/Default.aspx


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Thursday, 5 July 2012

Danger: Great Expectations Ahead!

by Tony Vidler.

Nearly everyone agrees that good customer service is good for business.  What is "good customer service" though?

It can be made up of a lot of things, but let's focus on one simple attribute of customer service - time.

Speed is of the essence to consumers.  Speed IS service.

This is a simple concept, but it creates difficult performance targets. 


Some quick statistics:
  • over 80% of customers want the phone answered within 4 rings.
  • over 80% of customers want the phone answered by an actual human.
  • over 65% want the person answering the phone to be able to deal with the problem.
  • over 65% are dissatisfied if they are transferred and have to wait more than 30 seconds to talk to the next human.
It is important to bear in mind that these are desired service levels from most consumers across a range of industries, which is not the same as "adequate" service levels for any particular industry or business.  Which of these two levels of service you provide depends on your overall value proposition to consumers - and not all business models depend upon excellent service.  If one is in the business of providing lowest cost goods or services, there is an inherent consumer expectation that service levels will be compromised.  There is still an expectation that service must be adequate, but there is little more expectation than that.

If at the other extreme you are looking to command premium pricing in your business model, then there is a consumer expectation of excellent service.  Excellent becomes the new "adequate" benchmark, and nothing less than excellent will do. If you are promising to bend over backwards for your customers, you had better be able to as that will be their expectation of minimum standards from the outset.


There are many variables that can go into the overall service offer of course, but in virtually every type of service offer in the professional services firm, speed plays a part in the consumer perception of quality.  This is especially true with accessible internet at broadband speeds now being available on people's mobile phones.  The consumers perception of speed has changed...




Think about this:  15 years ago we were delighted if a computer worked.  5 years ago we were delighted if the computer and the line connection worked long enough for us to finish booking a hotel room.  Now over half of consumers are dissatisfied if a web page takes 3 seconds to load. What is their expectation of speed in a years time?

So what is your speed promise?  What is the "adequate" level of service that your consumers expect?

To determine how you might create superior service, and a superior value proposition, you need to know where the minimum performance benchmark is.  

Be aware though: there are great expectations ahead.  The consumers' perception of speed is changing faster perhaps than we can change speed of service.  Are you promising excellence, or acceptable and adequate standards in this area of your customer service proposition?

Whatever the level of service is that you promise, be sure to include a reliable performance level for speed of response.  It matters to your customers.


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Monday, 18 June 2012

How going Low-Tech is best!



As advisers become more compliance-focused, and attain more technical expertise, there is a real risk of getting too clever - and clients not understanding what you are talking about.  It is helpful to have some simple techniques that cut through to the heart of the matter and show them precisely what you are suggesting, and how that benefits them.

Often the best way of explaining in simple terms what you are recommending is to go really really low-tech.  Use a blank piece of paper, divide it into 2 columns and put each "parties" part on either side of the page.

It captures precisely what you are suggesting; what the clients commitment is; and; what the other parties commitment back to them is.

People get it, and it is a lot more helpful than the 40 page detailed report with pie charts and graphs.

For Example:





I am not suggesting ignoring the technical information, or the necessary detail of your recommendation.  The detail is essential from many perspectives.  However, technical information should be supporting your recommendation - it should not BE the recommendation.   GREAT advisers are able to take complex technical information and deliver it in a way that clients can grasp quickly.

As Albert Einstein so famously put it:

"If you can't explain it simply, you don't understand it well enough"

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Thursday, 29 March 2012

The 6 P's of sustained peak performance


 by Tony Vidler.

How to stay on top of your game, get the results that you want in business, and maintain peak performance....it all comes down to having a system, or a process.

The formula is - like all good things - a simple one. 6 P's become your process, and lead to sustained performance, instead of the frequent ups and downs of business that can be so demoralizing and stressful.

It all begins with marketing of course - and marketing is the main thing. I recall hearing from Winston Marsh once that "you have to be a better teller of what you do, than a doer of what you do". He is right - it doesn't matter how good you are if nobody knows it. And they won't necessarily come and find you just because you are great - unless you are one of the absolute elite at the top of the game with a truly international reputation and strong personal brand. But even those people are constantly marketing...

The point of this system is to stay focused on the daily activities that create value and generate business. It is a cycle that doesn't stop. And it all begins with marketing - every day.

Promote:
Marketing should be a daily activity, not just an annual think-tank & planning session. Apply the strategy daily, and keep sending the message out to your target market continuously. For example: if your primary marketing strategy is to establish credibility and authority in a particular market niche and dominate that niche, then they need to see and hear from you continually - you have to be the voice that is listened to. A daily routine of providing content via Twitter and Facebook (both aimed at your target market), supporting your content and positioning on LinkedIn, might be your daily "promotion".

Produce:
The next most important thing is to generate revenue. Constantly. It is the next most important focus, and you must be doing that, and working upon doing more of it, daily. No matter how nice the fee or commission for any particular piece of work, it will be gone in no time. (I've seen many spend it twice - the day they make the sale it is often spent in anticipation, and then again on the day the revenue actually arrives). You have to keep selling. Marketing isn't enough, as that just provides the opportunity to sell. Selling gets the dollars in the door - it needs constant focus. You might do this by ensuring that you are in front and presenting to "x" number of people per day.

Pitch:
You have to continually top up that sales funnel. There is no point in having a heap of well qualified prospects that you are not doing business with, and there is even less point in not doing business just because you are worried you will use up all your prospects. At a personal level - the prospecting part of any sales process - you have to be pitching daily. Pitching just means "tell your story" to people - not corner them, or try and sell them straight away. You know that the best clients come from a well established, trusted relationship, and that can only be built over time. Take the pressure out of the business by ensuring that you are talking to people each day who will be future clients - not today's sale. You might do this by ringing and talking to to "x" people per day who are at different points in the sales or relationship building process.

Process:
Look for an area to create just a little efficiency within your business each day. aim for 1% improvements daily - not giant leaps forward. Incremental process improvement is easy, and far more quickly than you would think it leads to a very efficient business machine. It is the same approach as the ant trying to eat the elephant....just one bite at a time. You might do this by standardizing one letter, or paragraph for reports, each day that you can use continuously to save time or make the job easier in the future. Keep building and refining proceses for a more efficient business.

Perfect:
Work on the business, even if it is just a little, each day. Some time with the staff, the key suppliers, the centres of influence, the financial management, analysis of marketing efforts - there are so many things to do and continually work on in building a great business. Work on it constantly in easily digestible chunks (remember the ant and the elephant? it is the same principle). The goal her is not "perfection", it is about continually perfecting and refining.

Plan:
Every day, review the activity plan. Not the business plan as such, but work the diary for the days, weeks and months ahead. schedule the work, know who you are going to call, know where you are going next.

...then get on and promote....

This simple daily routine will keep the wheels turning in your business, and ensure that all the important components in building a great business are being worked on - while keeping the revenue coming in the door.

Attaining peak performance is simply a matter of having a good process that focuses your time and effort in the right proportions on the right things. Then being able to get into the routine (habit) of applying it.


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Friday, 20 January 2012

WOMBAT is the word!

 by Tony Vidler.

A couple of recent conversations reminded me that there is one single thing that is continually forgotten, or under-utilized, in the marketing efforts of professional advisers - TESTIMONIALS!

You may well ask what this has to do with a Wombat - you may even wonder what the heck a Wombat is.  Humor me for a few moments though, and all will become clear I hope.

In literal terms a Wombat is a native Australian animal, renowned for its tough, resilient, plodding approach to life.  Even their metabolism is remarkably slow - some 8-14 days to digest their food.  Slow and steady is their way.  In colloquial terms the acronym WOMBAT is often used to describe a human that is rather useless really - a Waste Of Money Breath And Time. 

That observation has nothing to do with anything really, but is perhaps a useful or amusing piece of nonsense - you may know a wombat or two, and now have a useful label for them that is not openly offensive. I know some wombats for sure.

From a sales and marketing perspective though WOMBAT stands for Word Of Mouth Beats Any Thing.

Word of mouth advertising is the best there is.  Referrals and endorsement from happy customers, who advocate for you to other potential customers, produce the best new customers.  Cost of acquisition for the new client is generally one of the lowest of any marketing methods.  Ease of business in terms of gaining rapport and establishing trust is superb.  Your expertise and value is largely accepted by the potential customer before you even meet.

Everyone knows this of course, but few generate enough referrals to be able to rely upon them as the primary constant source of new business.   There are a number of reasons why that is the case, not least of which is the reluctance for professionals to beg their clients for the names of others.  That is something which nobody feels good about - especially your customers.  The extremely basic concept often touted is to ASK!  Ask and all shall be delivered!  Well...it IS true that if you ask often enough, you'll get something from enough people, so that it is sort of effective I suppose.  Truth be told this method usually results in obtaining little more than a list of the client's B-list acquaintances, and they are barely qualified at this point (if at all).  The result is effectively a new list of cold-calling candidates for you, and a nervous new client wondering what the heck they have just done. Brilliant.

Let's face it, it is poor form and a bad look (especially early in a business relationship) to put somebody on the spot and bluntly ask them for a bunch of names.  Do you really expect that someone who is still only beginning to trust you will deliver your next wave of super clients?  Just because you asked the magic question do not expect your new client to open his contacts list and electronically transport his entire social network to your I-phone, with the ringing endorsement that everyone they know should place their faith in you. The chances of that are nearly as good as playing Lotto.  You'll perhaps win plenty of small prizes if you play this game often enough, but you'll still be losing money overall and missing out on the big money.

Word of mouth though is where it is at.  Constant streams of referrals from satisfied customers ARE possible.  However, like the wombat you have to be prepared to plod along, and understand the slow metabolism at work here.  

You do have to be referrable to begin with of course.  That is, be someone professionally who is easy to trust, and easy to recommend because of your expertise, enjoyable manner of doing business and interacting with customers, and because there is a bit of a WOW factor in the customer's mind.  You do things that exceed their expectations, and impress them enough that they are confident to share their positive stories with others.  And people actually like telling others about their good experiences, so give them the chance to do so by being a good experience.

Clients also have to know that you actually want new clients.  Now that sounds really basic, but it is amazing how many customers believe you are successful, and busy - too busy in fact to take on anyone new.  Incorporate the message into your entire marketing and client engagement process that your business depends upon doing such a good job that clients introduce new clients.  And you have to keep reminding people that this is still the case.  It should be part of your marketing process that you are continually conveying this message.

There is a huge difference too between asking for referrals, and asking to be recommended.  The first is usually an uneasy process, the second is usually a comfortable process for the clients.  Asking to be recommended might not generate new leads immediately, it is a bit more passive than that.  It is however the road to repeated referrals from satisfied clients.  It is where clients become advocates for you and your business.

One of the simplest methods of all for generating awareness is to actually ask a question that invites criticism.  Of course you have to comfortable enough and confident enough in your relationship with the client that you are prepared to take that risk, because the last thing you can afford to do when asking the question is defend a position.  Whatever the clients answer is, is valid to them. Their perception is the reality of the relationship.

The little chat, and key question, that is often very effective in opening the recommendation discussion and positioning for it is:

"You know that we enjoy working with you and you are exactly the type of client we are focused upon helping, but I am a little worried that we might not be quite up to the mark in your view.  You see, clients that are really happy with us and think we are doing a good job generally refer others to us - that's actually how our business grows; through word of mouth from satisfied clients.  I am not aware of us being recommended by you to others, which makes me think we haven't got it quite right.  Can I ask what we need to do that would make you happy to recommend others to us?"

The objective here is to actually find out what you need to do in order to become referable.  then you have to be prepared to act upon that feedback - if it is reasonable & fair.  If it isn't reasonable, you were probably having the talk with the wrong sort of client to begin with, and probably don't want more clients like that. You do only want to ask those who can refer you to the right sort of clients for your firm.

Ideally what you also want from this chat is endorsement from the client.  That may come in a number of forms - perhaps they are comfortable with you being allowed to refer to them as one of the clients of your firm.  No details of their business with you of course, but a simple acknowledgement that you provide advice to them and they are comfortable with others knowing that.  In itself, that is powerful to other prospective clients, particularly if the endorsements are from well known people or businesses.   

Testimonials are gold.  Brief and to the point (50 words or less are best) - about why they think you are excellent, and hopefully why you WOW'd them.  Put the testimonials on your website, your brochures, and any marketing material you can.  Put them everywhere it makes sense, and where other potential customers can find them.  If you find yourself in a situation where you have a delighted customer for some reason, definitely ask them for a testimonial while they are delighted.

These days many potential customers will check you out before even meeting you.  Give them something positive and powerful to check.  Google rules!  So feed Google....Customers gain confidence from realizing others have positive experiences with you.  It takes away some of the risk for them in deciding to engage you.

Naturally I follow my own advice in this respect, and gather testimonials from happy clients and business colleagues.  You would not believe how many people refer to the Testimonials page when they meet with me.  Seriously - more than half refer to it at first meeting.  They have not necessarily read everything, in fact mostly they are looking at the names of the people who provided the testimonials and forming a view on that basis alone.

The key to a successful and perpetual stream of the right sort of new clients is to be referable, ensure people know that you rely upon it, exceed client's basic expectations, and seek their testimonials.  It is about generating Word Of Mouth.  It really does Beat Anything Else.


http://www.strictlybiz.co.nz/testimonials


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Thursday, 8 December 2011

How to do it in 3D (Marketing that is...)

 by Tony Vidler.

Advisers typically are focusing their attention on next years marketing refinements about now.   Rightly so, as marketing is everything. The only thing that gets in front of marketing your business is the hand to hand combat of acquiring actual paying customers.

When talking about the issues with advisers it seems they often see marketing as being one of two quite different things - and neither are entirely right. It is either something "strategic" and broad and slightly fuzzy, that is about business branding, positioning, look and feel of a business - the what it looks like and stands for aspects.   The focus inevitably turns to having a clever logo and tagline.  Of course marketing is partly about that.  Alternatively they think of marketing in a much more narrow sense - oftentimes confusing advertising and sales tactics as BEING the entire marketing plan. A point that is often lost in the adviser thinking is that marketing and selling are quite different things, with quite different purpose and with quite different skillets required. 


So a quick recap:  at it's most simple level, Marketing is about creating the opportunity to sell. Sales is about converting the prospect (opportunity) into a customer.  Marketing is about how the battle is to be fought and deploying the right resources, in the right place, at the right time and in the right way to achieve the objectives.  Sales is hand to hand combat, and is where all the smoke and explosions and noise are.  To consider the entire marketing strategy then one has to step back from the cut & thrust of daily business.  

When it comes to marketing strategy for professional services firms it is usually considered in a single dimension. An enormous amount of time and effort is spent trying to differentiate the business and make it mean something in a prospective customers mind - but only in the context of making it look different to every other business promising the same thing.   Financial advisers make a lot of effort to try and look different to other financial advisers - whilst offering the same core value proposition, delivered the same way, to the same target market as their competitors.  The result is they are trying very hard to look different while trying to look exactly the same. (check out the postscript for an example of this!)

What if you thought about marketing professional services three-dimensionally though?

In the 3D marketing mindset there are the dimensions of breadth, height and depth.  Your marketing thinking should extend to all 3 dimensions, and consider strategically how to use all the dimensions.

Breadth to a large degree is about considering the stuff that consumers expect you to do.  It is about your expertise and range of services. For example, the consumer clearly expects the financial planner to be able to do financial planning, and all that involves. The insurance broker is expected to be able to broker a risk management solution. So on one level there is the element of simply having to position your business to meet the basic expectations of the consumer.  In this space there is still opportunity for your marketing to promote differentiation though while doing what is expected, and sought, by the customer. This is where having a strong Unique Selling Proposition (USP) can be effective, or where broadening the services and expertise that get delivered alongside the basic expectations can add value and enhance your brand. The thinking around breadth of offering is how to add on services & skills that are valuable to the customer that they didn't expect when first comparing the market.

Even if you do not extend services or have a USP that customers can place a value upon,  your marketing and brand can be enhanced by building upon your core services through continual improvement or refinement of expertise.  That is building upwards - doing the same things as everyone else, but being incrementally better at each piece of what you do. Being technically stronger, having (and showing) a greater understanding of particular market niches, providing better advice results than others in the same space, stronger/better professional standing, operating to higher standards voluntarily and so on are examples of building your brand and offer to higher levels, whilst still competing in the same broad offering that the competition do.   The basic offering is similar to competitors - still doing the financial plan or finding the right risk management solution - but having better expertise or solutions choices, or providing more consumer certainty and safety than competitors, and being able to demonstrate it.

The third aspect is not often considered as part of the marketing strategy, as it tends to get put into the "service" category. The depth of the customer experience is a vital element of the overall marketing strategy.   At one extreme there may be a business model where the customer relationship is utterly superficial and transactional (think of direct insurance sales online: nothing wrong with it but the business model clearly doesn't provide for or offer any real depth of customer experience).  At the other extreme is the adviser (I know of) who has roughly 170 high net worth clients around the world, with himself and 6 other people (together with outsourced experts) providing the highest level of personal service and personalized financial solutions possible to the chosen few. And their clients pay a lot for that personalized financial planning expertise.  The depth of the customer service and level of personalization are themselves competitive points of difference that are integral to their marketing strategy.

So when thinking through and revising the marketing plan for the next year (and beyond), think about doing it in 3D. Have a clear strategy that covers how you will be positioning yourself in the broader market, and how you will be able to differentiate in the first level of competitive choice. Then have a solution on how to build upon those base expectations in such a way that it provides higher value or greater safety for the consumer that they did not initially expect when first comparing their choices. The depth and quality of the customer experience when engaging you (not just the "after sales service") is a further critical element of the overall marketing strategy.

If you can combine all the elements into a 3D offering you will be able to create a "WOW" customer experience. And people pay more for, and stay longer with, superior performers who exceed their expectations.

(P.S. I thought I'd check out how imaginative professional service firms in New Zealand get with their naming & branding....here's a snapshot. The number of companies using the following words in their name just in little old NZ:
Services - 43,155
Consultant - 18,710
Solutions - 10,953
Associate - 8,554
Financial - 3,450)


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Monday, 21 November 2011

Why your "FREE" service is a barrier to business

by Tony Vidler.



Most advisers at some point offer initial meetings, or consultations with clients, for "free".

The fundamental reason this just doesn't cut it with consumers is that they don't believe the advertiser.  It simply isn't true, and that will stop business coming your way.

Even at the institutional end of town we find businesses advertising their services as "free" to prospective customers, and most advisory practices fall into the trap at some point.

The first rule of professional marketing should surely be "tell the truth", in which case we should be advertising the initial-no-obligation-meeting as being "at my cost".

Nothing we do in business is free, and consumers do not believe for a moment that they are getting anything from us for nothing.  If it doesn't have an obvious price then there will be a hidden one, right?  If that is the case then the very first thing you have created with your advertising is distrust on the part of the potential customer - and that is a barrier to doing business.

It makes no sense to put a trust barrier up to begin with, and particularly not one that is so patently transparent.  All the initial effort by the adviser in any customer relationship is focussed on establishing rapport, trust and credibility.  Yet advertising yourself as free undermines the entire process.

Be honest in your marketing.  While being honest lay the foundations for a truly professional relationship that is based upon trust from the outset, and which clearly values your expertise.  There is a harsh conclusion for the advisers sold on hiding behind "free" - if the adviser cannot place value upon their expertise right up front, why should a consumer?

So instead of telling the world that your expertise of services are "free" at the outset tell it how it really is.  As a professional adviser you provide no-obligation (on either party) initial meetings "at my cost".  It isn't free.  Using my office, is at my cost.  If I come to you, that is at my cost.  Sending you the pre-meeting material and disclosure information?  That is at my cost too.

It is not at "no cost".

Offering information and providing the time and resources to potential customers at the outset is a marketing expense to the advisers business.   Why try to hide that?


Give yourself the right professional positioning at the beginning of a potential engagement.  It makes perfect sense to offer an introductory meeting at no cost to the potential customer.  A no-obligation meeting to begin with makes as much sense for the adviser as the consumer.  There are some consumers you just cannot, or don't want to, help.

There are very few potential customers who will ever truly value you and your expertise if the business relationship cannot begin with you valuing yourself.  Advertising yourself for free will prevent the type of business you want coming your way.



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