Why settle for average?

From

Advisers frequently settle for being average, and it is definitely not because they want to be average, but because they don’t really know what it takes to elevate their performance exponentially. They often ask how one professional can be so much more successful than they are and assume that there is some magic at work. […]

continue reading

The art of giving suitable advice

From

The most challenging area of financial advice which is subject to perpetual testing is the question of “suitability”.  WHY was a particular piece of advice appropriate for a particular client? What factors were considered, or even discarded, that led to a particular recommendation as being the right advice? It is an area that holds the […]

continue reading

Three questions you must answer to define your Uniqueness

From

The difference between a good (but not spectacular) professional and a truly magnificent performer is the ability to succinctly articulate what makes them special. This is often referred to as having a Unique Selling Proposition, or USP.  While the concept has its detractors there is no doubt in my mind that in professional services those […]

continue reading

Complicated products have owners manuals, why don’t ours?

From

Let’s face it: our products are complicated as far as clients and prospects are concerned. The funny thing is, nearly all of the products we buy are pretty complicated these days.  Even though we men folk tend to ignore them to begin with, most of the complicated products come with explanations about how they work […]

continue reading

Re-think what you THINK you know about your customers

From

I think that it is time to re-think what advisers think they know about their customers. Insurance is sold, it isn’t bought, right? People don’t value advice, right? Really? If you haven’t had a look at the excellent “World Insurance Report 2016” by Capgemini then you should, as it will probably make you re-think a few industry […]

continue reading

The 3 barriers to adviser business success (and one can be deadly)

From

There are 3 distinct barriers every adviser must manage in their career.  Each of them is a defining point which can see the end of the advisory career….but Barrier 3 is where most founders flounder. Barrier 1 is simply getting enough new business and clients to earn a living and survive the startup phase as […]

continue reading

Are you AND your people clear about what YOU want?

From

Pretty much everyone running a business hates having to come up with job descriptions for their staff. A statement which may have been correct at a moment in time to describe a role, and the role is subject to constant change … they are pretty much a waste of time as means of managing your […]

continue reading

3 questions you must answer to define your Uniqueness

From

The difference between a good (but not spectacular) professional and a truly magnificent performer is the ability to succinctly articulate what makes them special. This is often referred to as having a “Unique Selling Proposition”, or USP.  While the concept has its detractors there is no doubt in my mind that in professional services those […]

continue reading

What you need to know if you’re going to buy to grow

From

As many advice businesses reach maturity it is common to consider whether they should “buy to grow”.  Should they buy another practice, or more commonly, should just buy a book of business from another practice. The typical reasons suggested for wanting to grow through acquisition are: Get new clients to “cross-sell” to Increase business turnover […]

continue reading

Tactics for growing an advice business

From

Just about every professional says they want to be growing their business….they want fresh ideas; the business satisfaction of solving new problems for new people; they want to do something NEW. When you ask whether they want new business or whether they want new clients, there is usually a delicate pause….followed by “BOTH Please“. Are you sure that’s what […]

continue reading