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People don’t like to be sold. We instinctively react negatively to salesy advisors, even when it’s unintentionally salesy!
You know what I mean by “salesy” — the things sellers do that are pushy and manipulative. Clients are more wary than ever of advisors who put them through a process as opposed to developing a real relationship.
The problem is, for any consultant who needs to sell, there’s a strong risk of being unintentionally salesy.
Let’s consider learning about prospective clients in a discovery meeting. You need to know their situation and how you can help them. You also want to know what time and effort you should invest in the relationship. Will they be a good client? That’s why a lot of discovery meetings start with fact-finding questions from the advisor.
However, fact-finding is advisor centric. Every question you ask to understand their situation, goals, and assets is a question devoted to your need for information, not the client’s needs. You’re being unintentionally salesy!
And if your client meetings look, sound, or feel a little similar a sales call, you’re de-credentialing yourself and creating unnecessary barriers to developing trust.
Selling gets in the way of helping
To grow your practice, this is a paradox: You need to sell, but selling risks your credibility as an advisor. Your sales process risks clients feeling like they’re being manipulated. Your questions risk clients feeling like they’re being qualified. Your presentation on the benefits of working with you risks clients feeling pitched. Your attempt to establish partnership risks clients feeling like they’re being closed.
Helping without selling
How do you avoid being unintentionally salesy and still do your job as a consultant? Top advisors use these strategies to differentiate themselves and their meetings:
Guide the process, but let clients drive
You’ve always conducted client meetings from the driver’s seat. After all, you’re the expert. However, top advisors use their expertise to guide the process instead of dictating the process.
Examples:
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Setting agendas:
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“How would you like the meeting to go today?”
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Establishing outcomes:
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“What would you like to get out of our time together?
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Establishing process:
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“Where would it make sense to start? What then?”
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Guiding the process:
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“How about starting by sharing our stories with each other?”
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Identify with clients before qualifying them
You like to get a picture of the client’s situation early on. However, top advisors use questions and first meetings to identify with clients as people with needs.
For example, ask about the following:
- What they like to do;
- Their values and what they care about;
- Their purpose and passion;
- What they’re looking for out of life; and
- How they picture their retirement.
Ditch the pitch
You want to make sure clients understand your unique value proposition. However, top advisors leave their pitch out of it – they focus instead on personalizing their message to individual clients.
Examples:
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- Lead with the need – start by framing your services in terms of what the client wants.
- Focus on the match – share the parts of your proposition they care about and save the rest.
- Avoid the guarantee – replace “I can” with “I have” and “I might be able to” to keep it real.
Ask for actions they want to take
You want to influence clients to go down a path that leads to entrusting you with their assets. Top advisors avoid asking for commitment and focus instead on next steps for clients to take.
Examples:
- Understand what clients need.
- Ask what clients want to do next.
- Help clients see how a next step might help them meet their needs.
- Propose smart next steps, with particular emphasis on “specific” and “realistic.”
- Check in to make sure clients are comfortable with next steps.
Make your execution match your intent
You got into this business to help clients, and you want to be sure you’re in the best position to help. Avoiding typical sales behaviors will help you credential yourself as an advisor and differentiate you as a trusted partner. Good luck!
Dan Smaida is the author of “Love and Selling,” and founder and curator of the AdvisoryEDGE Forum, a resource center for business consultants and advisors.
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