Posts Tagged ‘Advertisement’
Wednesday, February 15th, 2012
Every couple of weeks for the past year and a half, I’ve taken an evening or a weekend morning to talk to investors — discussing their mood and chatting about what they’re thinking and doing.
A couple of weeks ago I talked to an investor who had recently switched advisors — and who provided an example of the stress that investors experience when they’re not sure whether their advisor is really on top of their financial affairs.
“I’d been working with this advisor for a few years” he said “and I liked him well enough. He’s actually a really nice guy.
But late last year I realized that I was losing sleep because I wasn’t sure whether he was really on top of my situation.“
This investor went on to say that as a result, when he was approached by a different advisor who a buddy of his suggested contact this investor earlier this year. After a couple of meetings, he ultimately decided to move his account.
I asked this investor what had led to the decision to change advisors.
“Two things really” he answered.
“First, my advisor had put together a financial plan about three years ago.
In light of everything that’s happened, about a year ago I asked him whether the plan needed to be updated. His answer was that the plan had a long term focus and that what we’d been through was just a blip and that I didn’t need to worry.
Given that I kept reading about how the financial system was melting down, I didn’t entirely buy that — and got more and more concerned that my advisor wasn’t really taking my account seriously.”
Then he went on.
“The other thing that concerned me was that aside from getting a call from his assistant to book a meeting once a year, I had to take all the initiative to stay in touch.
Whenever I called him, he always got back to me right away — he was really good on that.
But I only heard from him when I called. I was just concerned that I wasn’t important enough for my advisor to really care about — and that my half a million dollars was secondary to his other bigger clients.”
Like many people who switch, this investor didn’t relish the prospect of breaking the news — and the new advisor told him he’d get in touch with his previous advisor’s office and take care of all the paperwork entailed to switch his account over.
Inevitably, the investor got an immediate call from his old advisor.
“I was really surprised to get a request to transfer your account” was how the conversation began.
“I know that the markets have been tough but I thought that we had talked about how your account has really bounced back and in fact done well under the circumstances. Based on our last conversation, I thought you were actually reasonably happy. ”
This investor explained that it was nothing personal and that his move was not primarily because of the performance of his portfolio.
He went on to mention that one of the reasons for his move was the concern that his plan hadn’t been brought up to date.
“That was actually on my list to talk to you about the next time we met” was the response from the old advisor.
“I didn’t realize that this was that big a concern — if you’d told me I would have been happy to do this for you.”
There are a couple of important lessons from this experience — costly for the advisor who lost the half a million dollar account, but available free of charge to everyone else.
The first lesson is to listen for hidden meaning when talking to clients and to never dismiss any concern or apprehension, no matter how small it might seem. Chances are that if the advisor had acted when his client first questioned whether his plan continued to reflect the market reality at the time, he would still have that account.
The second lesson relates to the stress that many clients experience when they feel they have to initiate all the contact with their advisor.
I’ve written in the past about the difference between a conversation that a client initiates on a topic such as TFSAs or RESPs for grandchildren and that same conversation if the advisor picks up the phone to make the call first.
It can be exactly the same conversation, but if it happens at the client’s initiative, the advisor gets dramatically less credit — people wonder whether that conversation would have happened if they hadn’t picked up the phone and called.
I recently talked to an advisor who last spring began setting aside half an hour a day to pick up the phone and check in with clients who he hadn’t spoken to for a while. He told me he was astonished at the positive response — and the relief many clients seemed to feel just knowing that he was on top of their situation.
In fact, this advisor commented that the most productive 30 minutes was when he didn’t actually reach any clients and simply left messages, saying something like: “It’s Joe Smith. I’m just calling to check to be sure everything’s okay and in case you have any questions you’d like to talk about. If there’s anything you want to discuss, give me a call at the office — otherwise, I look forward to sitting down when we meet in a couple of months for our regular review.”
Along similar lines, a couple of years back, I interviewed an extremely successful business owner who talked about what he looked for from his professional advisors.
“I assume that most people are basically competent and know what they’re doing” he said.
“What I look for are people who are proactive and are always thinking about my situation so that I don’t have to” he said. “That’s what I look for in my accountant, that’s what I look for in my lawyer — and that’s what I look for in my financial advisor.”
Not every client articulates this as clearly as this business owner. But those words capture the essence of what many clients look for — the confidence that their advisor is on top of their situation so they don’t have to be.
Tags: Advertisement, Blip, Compendium, Financial Affairs, Hard Lessons, Initiative, Investor, Investors, Losing Sleep, Lost, Nice Guy, Sleep, Stress, Target, Term Focus
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Wednesday, December 14th, 2011
Recently I spoke to an advisor still agitated after a client had pulled his account.”What really annoyed me” the advisor said “is that just a couple of months ago I asked this client how he felt about his account and he said he understood that everybody was down and he was okay with it.”
This advisor had made a common mistake. While he’d started off doing the the right thing by soliciting feedback, he had fallen down in the way he had asked.
There are two keys to getting feedback from clients. First, you need to ask for feedback on the right dimensions. And second „ you have to ask in a way that really tells you how they feel.
What you ask about
There is certainly some value in asking clients how they feel about the recent performance of their portfolios — this is obviously an important issue. By asking how they feel about the performance of their portfolio, you’re able to bring issues to the surface you were unaware of and you might be able to provide additional context and perspective.
Ultimately, however, recent performance is beyond your control — far better to then move on and also ask about something that you can actually influence, such as the advice you’re providing today or the communication clients have received.
How you ask
The next step is asking in a way that gives you an accurate reading.
The problem is that most people are polite, don’t want to hurt your feelings and want to avoid conflict. Asking clients if you’ve done a good job of communicating over the past will often get you a “sure”, a response that’s not all that helpful in getting a sense of where you really stand and may in fact mask real unhappiness.
Similarly, asking clients after a meeting how they feel about portfolios that have been repositioned will often get you a “fine”, again not terribly edifying.
Consider instead asking clients to give you a report card from 1 to 10. At the conclusion of a meeting (or if that’s not possible, a phone call), one way to do this is to say: “I wonder if I could take a minute to get some feedback on the communication you’ve received from me over the past while. How would you rate the contact you’ve got from me on a scale from 1 to 10, where 1 is low and 10 is high?”
Or after you’ve met to revise a client’s portfolio, say “Now that we’ve made these changes, how comfortable do you feel with your portfolio on a scale from 1 to 10, with 1 being low and 10 being high.”
Few clients will give you a score that they see as a failing grade, but some who feel a little uncertain might give you a 5, 6 or 7, thinking that’s an acceptable score that won’t hurt your feelings. In reality, if the response is 7 or below, clients are telling you they’re not all that happy. You need to follow up with by learning more.
So you could say “Tell me, what aspects of your portfolio still leave you uncomfortable?” or ” What kind of changes would you like to see to the communication you get from me over the next while?”
If, on the other hand, you get an 8, 9 or 10, then you can move on with the confidence that you are in fairly good shape with this client.
Even if you get a great score, consider one final question that can yield eye-opening results.
That question: “What one thing could I do in the period ahead to improve your experience working with me and my team?” Having asked that question, sit back and allow the client to fill the silence that follows — you might be surprised by what you hear.
One final note. Not every client is consistent and rational. Just because someone has given you a grade of 8 or 9 doesn’t mean a friend won’t tell them about an advisor who moved them to cash early last year and they won’t switch accounts.
Those kinds of events are beyond our control. What we need to focus on are the things we can influence — such as asking clients for feedback on the right dimensions and in a way that gets them to tell us how they really feel.
For more information, please visit http://www.getkeepclients.com.
Wednesday, December 7th, 2011
In light of the events of the last nine months, investors and advisors alike are reexamining the process used to build portfolios.
A May 25 in the Globe and Mail highlighted two tools to overcome investors’ (and some advisors’) emotional reactions to market movements, creating the impulse to buy and sell at exactly the wrong times. The article quoted the words of Walt Kelly’s 1950’s cartoon character Pogo: “We have met the enemy and he is us.”
The solution for advisors lies in bringing much more discipline to how client portfolios are managed, using two tools from institutional investors. The goal is to borrow Warren Buffett’s dispassionate approach to investing, which he summarizes as: “Be fearful when others are greedy and be greedy when others are fearful.”
To read the article click on :
Tags: Advertisement, Buy And Sell, Buy Sell, Cartoon Character, Client Portfolios, Emotional Reactions, Globe And Mail, Globe Investor, Globe Mail, Impulse, Institutional Investors, Investing, Investment Ideas, Investor Investment, Lt, Mail Tools, Nine Months, Podium, Pogo, Portfolio, Strict Discipline, Target, Two Tools, Walt Kelly, Warren Buffett
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Wednesday, August 17th, 2011
The most successful advisors whom we have worked with have taken the time to really think about what’s important to them in their work and their life. They have thought about their values.
A value is a thing or condition we consistently act upon to get and to keep. A value is a vector – a direction with a force. The clearest indication of what we value is how we spend our time and our money. It is not what we say that tells people what we value, it is what we do.
When your values are clear, decision making is easy.
What are your Values?
Your values are those things or conditions that are important to you. They represent the things you want to do in your life and work to make a difference. The clearer you are about your values, the easier it is to put them into practice. Values provide the framework for decision-making. If you value honesty, you will demonstrate this in your interactions with others. A number of years ago, I was having lunch with the President of an insurance company. He very graciously paid for lunch and, at the end of the meal, offered me the receipt. I declined, since I did not pay the bill. He was surprised and told me that when he took the financial advisors who represented his company for lunch or dinner, they routinely took the receipt for tax purposes. He went on to say that he was unimpressed with them for doing so, even though he was abetting their actions. People judge us by our actions. They observe us in a myriad of situations and make a decision about our character. And our values.
How many Values should you have?
I am often asked if there is a universally right number of values. In Defining Your Business, the right number of values is probably four to six. This is a number that can be effectively expressed and is relatively easy to remember. If you list too many values in your business definition, they begin to lose some of their meaning for you and the other stakeholders who have an interest in your business.
Values and Operating Principles
Expressing your values is facilitated when you are able to describe in one or two sentences how each value will be implemented. We call these descriptions of values in action, Operating Principles. The purpose of an Operating Principle is to provide a necessary frame of reference to help balance conflicting motivations and priorities when making decisions on what to do and how to act in different situations.
If one of your values is teamwork, then an operating principle could be:
“The team will meet on a weekly basis to ensure that everyone is informed of issues that affect our business. These meetings will give us an opportunity to share information and knowledge with each other, address any issues or concerns and make sure each member of the team is focused on doing all the right things to move the business forward.”
Operating principles become guiding lights that help people decide how to act in different situations. To the extent that they are well thought out and reinforced consistently, they ensure that decisions and actions are focused on doing all the right things, not simply doing some things right.
In your Business Plan, you outline the four to six Values that describe what is important to you. Your Operating Principles illustrate how you are going to express your values.
Norm Trainor is the founder of The Covenant Group, a company specializing in practice development for advisors. For further information, visit his Web site at www.covenantgroup.com.
Tags: Advertisement, Business Definition, Business Values, Clearest Indication, Decision Making, Direction, Financial Advisors, Insurance, Insurance Company, Lunch, Money, Myriad, Norm Trainor, Practice Values, Receipt, Stakeholders, Tax Purposes, Value Honesty, Vector
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Wednesday, March 30th, 2011
Many advisors are struggling with a strategy to communicate with prospective clients.Last week, I conducted a webinar with U.S. advisor site Horsesmouth, outlining a simple approach to prospecting using a series of low cost client lunches that advisors can host in their boardroom.
You can listen to the webinar at the link below — there’s no cost, you simply have to enter your email address.
For much more information, please visit http://www.clientinsights.ca.
Sorry, it turns out the webinar referred to above is no longer available, however, here is the transcript of the presentation by Dan Richards:
Surprising informal survey conducted by Dan Richards…says that the most common answer is “None” when advisors are asked, “How much time did you spend in your office last week talking with clients?”
Dan suggests advisors can host a regular roundtable luncheon series with their clients. It’s important that they do this regularly.
Only requires about three hours a week–two 90-minute time blocks. Book room for lunch, call people to invite.
Can hold them in your boardroom, or a country club or a private room at a restaurant. No need to do it elaborately.
Dan recommends holding it in your office and catering with sandwiches.
Timing: Do it from 12:30–1:30.
Says do two or three of these luncheons in your first campaign.
Goal for guests: eight or nine. Suggests that is optimum for dynamics. It’s a workshop, not a presentation. Invite six or seven client and two or three prospects.
Looks and feels like a client event. That’s what you want. So you only want 33% prospects.
Rule of thumb for invites: Invite 10–15 prospects to get two or three.
Stay away from folks who are anxious or dominate discussions. Avoid them for this approach.
What advisor should say on invites: “I’m hosting a series luncheons this summer. Hope you can come.” Say, “Next lunch is July 8. Does that work for you?” If no, go on to next two days.
Call them “informal sandwich luncheons to talk about the market.”
Says one advisor he knows does one lunch at his downtown office and then does other luncheons at firm’s branch offices in suburbs. Can also do other lunches at a hotel or restaurant in suburbs.
Stress it’s very informal, 10– to 15-minute talk in the beginning and then opening it up for questions and conversations.
Prospects not typically cold. You know them, but not that well. May play golf with them. Share membership in an organization. They’re not cold.
Break this cardinal rule of prospecting: Actually leave message on voice mail if you’ve got a good relationship with the person. They will call you back if it’s a good relationship.
Emphasize you’re limiting the luncheon to 10 people. Ask them on phone if they’re on some questions or topics they’d like addressed. Ramps up commitment level. Also ask what type of sandwich they want.
This is a low-stress invite. You give them three dates. If they say no to all three dates, then you can evaluate whether they’re really interested. Perhaps invite them by e-mail next time you do the campaign.
Write down now two to three names of people you can see potentially inviting.
Connect with clients by phone who’ve agreed to come. Call to ask them about questions they may have and get sandwich order. If you have an opening, go ahead and ask them if they know anyone who might want to attend…
Structure talk around questions asked by attendees…Makes it personal. Makes it more participatory.
If new to business, you can ask branch manager or wholesaler to be present to help with questions. You deliver the talk.
Finalize open remarks. Practice your remarks; you want to sound confident. Send confirmation e-mails. Consider sending an article along or link to something you’ve read that pertains to talk.
Final details: It’s critical to follow up with people who attend.
Tips: Think about seating. Have pen and pad, and copy of slides if you use slides. Might ask someone to ask first question. Be sure to have folks complete evaluation. Keep it short and sweet. Use scale 1–4 on luncheon, talk, comments and a line for their name. Short and sweet.
Follow-up call with clients. Review evaluation form. Any specific questions. Ask how they might suggest you change or improve the lunches. Respond to any questions they have. Ask them if they want to attend one later in the future.
Follow-up call with prospects. Similar as above but…
Overall: Make prospecting a priority. Be sure to time block…Integrate prospecting into ongoing client communication. Pick one strategy as a focal point. Refine and repeat and get really good at it. Don’t be scattershot.
Dan says some clients like to come to such events a couple of times a year. So it’s OK to invite clients to come again later in the year.
Tags: Advertisement, Amp, Boardroom, Campaign Goal, Email Address, Free Webinar, Informal Survey, L3, Lunch, Luncheon Series, Luncheons, Minute Time Blocks, Momentum, Private Room, Prospective Clients, Prospects, Register, Roundtable, Rule Of Thumb, Sandwiches, Wid, Www Ca
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Wednesday, March 30th, 2011
Since January, I’ve been conducting full day workshops to help advisors adjust their businesses to today’s new reality. I’ve had a terrific response to these — typically, advisors emerge excited with a long list of possible initiatives and new ideas. That’s good news at one level — but also risks having advisors feel overwhelmed and fail to act as a result. The difficulty after a workshop is almost never not enough new ideas — it’s almost always too many.
Here’s the one strategy that I’ve seen work best to help advisors translate the ideas they take from any workshop into action. This strategy comes down to four simple words: One idea per quarter. I encourage advisors to identify the one idea that will have the most impact on your business — and resolve to focus on that and only that for the next 90 days. Make a sign up and put it above your phone. Put this idea as the number one item for your weekly team meetings. Start your planning for every week by identifying what you’ve going to do in the next seven days to make that idea happen. Do this for 90 days and chances are that at the end of that, you’ve got momentum behind it and this idea is locked into your routine. At which point you go to the next high impact idea on your list and repeat the process.
With this simple strategy, you can act on four high impact ideas a year — and have a high likelihood of seeing a lift in your business as a result. Remember, we change the way we learned to walk — one step at a time. By focusing on one high impact idea a quarter, you increase the odds greatly of making that idea happen.
If you agree with this, two final questions:
First, what’s your high impact initiative, the one thing that if you did that and that alone would have the biggest impact on your business? And second, what are you going to do between now and the end of the year to make that happen?
Answer those two questions and chances are that you too will see your business move forward, one idea at a time.
Tags: Act, Advertisement, Array, Business Idea, Business Move, High Impact, Impact Initiative, Initiatives, Likelihood, Momentum, New Reality, Odds, Phone Number, Seven Days, Step At A Time, Team Meetings, Terrific Response, Translate
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Wednesday, February 9th, 2011
In recent workshops, I’ve talked about the need to focus on one primary business goal for each key client you work with.When I ask advisors for examples of possible objectives, the one that comes up first most often is “consolidating accounts held elsewhere.”
Wanting to do this is a good start …. The key question is how best to go about this.
Becoming the exclusive financial advisor for key clients has always been a priority for advisors … but these days, this is even more important. Partly that because advisors are looking to regain some of the assets lost in last year’s market decline — and in part it’s because of the recognition of the risk that if you don’t act, another advisor you share a client with might.
Here’s what I’ve learned from talking to clients who have more than one advisor.
Investors who have accounts with multiple financial advisors and financial institutions fall into two categories — the first group is those who have made a conscious decision to spread their relationships around, the second category is those for whom this is more of a historical accident.
The first group will be a tougher sell when it comes to centralizing their financial affairs. In some cases, they have long standing relationships with other advisors that they don’t want to abandon. Other times, they have sought out different advisors for specific expertise (working with one advisor for investments and another for insurance is a common example.)
And in other instances, investors are concerned about control or confidentiality if one advisor has all their money — confidentiality is a particular concern in smaller communities.
Then there’s the second group — who work with more than one advisor either because no one has ever suggested bringing all their finances under one umbrella or if one of their advisors did bring this up failed to give them a good reason to do so.
Regardless of which category your client falls into, consider a three pronged approach to a conversation about consolidating a client’s financial affairs.
Start by pointing out the advantages. Depending on the client, these might include better constructed portfolios by eliminating duplicated positions, more efficient tax management and lower bills for tax preparation, less paperwork to keep track of and generally simplifying their lives.
The second prong is to make moving as simple as possible, by taking on as much of the paperwork and follow up as you can. Whenever you ask a client to do something, they measure the gain versus the pain. It’s not enough to talk about increasing gain — you also have to focus on reducing pain.
The third prong is your fallback strategy.
Even if a client declines your offer to bring all of their financial affairs under one roof, keep the line of communication open. One way to do this is by offering to help them summarize their investment reports — simply by having your assistant call them once a quarter to arrange to get all of their statements and preparing a consolidated version. Not only will you be doing your client a service, but you’ll eliminate the possibility that another advisor your client is working with will beat you to the punch.
Tags: Advertisement, Business Goal, Client Assets, Confidentiality, Conscious Decision, Financial Advisors, Financial Affairs, Financial Institutions, Focus, Good Reason, Instances, Insurance, Investments, Investors, Market Decline, Money, Priority, Relationships, Risk, S Market, Second Group, Umbrella
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Tuesday, January 18th, 2011
I recently chatted with an advisor who complained of difficulty getting clients to buy into his recommendations.
We all know the expression “A picture is worth a thousand words.”
This speaks to the fact that we can talk to existing and prospective clients all we want about our recommendations, but a couple of well chosen graphs and charts can dwarf the impact of any number of words.
That’s why whenever possible, recommendations should be supported by a couple of well chosen charts and graphs.
This is especially true when using structured telephone reviews to supplement face to face meetings. Structured phone meetings may lack some of the personal connection of a face to face meeting so don’t replace meetings entirely, but they tend to be more focused and also avoid having to ask clients to fight traffic and part to come to your office.
To be effective though, you have to establish a visual connection when discussing statements, reviewing portfolios or making recommendations. You can email this beforehand for clients to refer to.
As a better alternative, more and more advisors are payng $15 monthly to subscribe to web meeting sites like gotomeeting.com, Microsoft line or Webex — these allow you to email clients a link, when clients click on it, you control their computer and you can walk them through a powerpoint presentation or other visuals.
As another example of the power of graphics to present date in a compelling fashion, a site called www.gapminder.org does a remarkable job of depicting economic progress going back to 1800 – this may be worth sharing with clients.
It shows how life expectancy and income per person have evolved each year from 1800 to the present and makes for compelling viewing – especially when you see how China and India stagnated initially but have been playing catch up of late.
Click below to see that chart:
Tags: Advertisement, Charts And Graphs, Charts Graphs, Economic Progress, Email Clients, Expression, Face To Face, Fashion, Gotomeeting Com, Graphs And Charts, Graphs Charts, Income Per Person, India, Life Expectancy, Meeting Sites, Personal Connection, Phone Meetings, Portfolios, Powerpoint Presentation, Prospective Clients, Remarkable Job, Visuals, Web Meeting
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Tuesday, January 18th, 2011
No matter how hard we try to avoid them, it’s inevitable that on occasion clients will experience a service problem — a change of address doesn’t go through, something that was supposed to be sent slips through the cracks or a request wasn’t followed up on.
Even small mistakes can be costly — they can corrode client confidence, undermine goodwill and sometimes even cost you a client. A while back, I spoke to an investor who pulled his account because of a succession of irritating mistakes over an eighteen month period.
As a result, every advisor needs a two part strategy when it comes to service problems,
First, you need to put systems in place to keep mistakes to a minimum.
And second, you need a proactive process to recover from any problems that do take place. In fact, research shows that as long as mistakes are the exception, speedy and effective recovery from a problem can actually leave relationships stronger than if the problem hadn’t happened at all.
Here’s a six step plan for effective problem recovery that can help maintain strong relationships even in the face of service problems.
Step One: Let clients know you want to hear about problems
Many clients are incredibly frustrated by the difficulty of getting small problems resolved with companes they deal with. As a result, many have given up complaining, mentally shrugging their shoulders and moving on.
You don’t want your clients dealing with you through gritted teeth. The first thing you need to do is to clearly communicate that you truly want to hear if clients ever run into a problem, no matter how trivial.
You can’t be subtle on this — you need to let clients know that if they ever encounter an issue, you want to know. And make it easy for clients to let you know when they run into a problem, by asking them to drop you or your assistant an email or to give you a call.
Step Two: Understand the issue
Clients calling with an issue can sometimes be worked up and overly emotional. As a result, your first priority is to thank them for bringing this to your attention — and then to clearly understand the exact nature of the problem. Ask clients calling in to walk you through exactly what transpired, taking detailed notes.
Then ask if you can play back what you heard just to be sure you got it right.
Step Three: Apologize
Once you’ve heard clients out, the next step is to apologize in a way that clients understand you truly are sorry.
These days, you see a lot of “going through the motions” apologies, apologies that don’t seem heart felt or sincere. After a long wait at a TD bank counter one recent morning while the woman I was dealing with went to check something, she came back and turned to her screen, mumbling “Sorry to keep you waiting” without ever looking at me.
Not only did I not feel apologized to, I felt dismissed. If this woman had looked at me when she got back, engaged me for a second and a half and said “I’m terribly sorry to keep you waiting, we ran into a bit of a delay,” my reaction would have been entirely different.
After hearing clients out, be sure to take a few seconds to ensure they understand you sincerely regret having inconvenienced them.
Step Four: Lay out next steps
Next you need to spell out exactly what you’re going to do to fix the problem. Once you’ve done that, ask ”
Even if you need to do some research or to get more information before identifying what will happen, you need to be clear on when you’ll be responding with more specifics.
Step Five: Make sure the problem is fixed
Whether dealing with telecoms, cable companies or airlines, many of us have had the experience as customers where small mistake follows small mistake — it’s incredibly frustrating when we go through one glitch after another.
When a client encounters a problem, you need ensure that it’s corrected quickly and accurately — the last thing you want to do is to compound a mistake by failing to deliver the solution you promised. One advisor starts his morning team meeting by reviewing a list of outstanding questions and problems, to be sure that nothing slips through the cracks.
Step Six: Check back with the client
The final step is to circle back with the client to be sure that you’ve delivered the resolution you promised.
The best way to do this is to pick up the phone afterwards and to say “I’m just calling to follow up on the problem you experienced. I wanted to say again how sorry I am that you ran into this and also to ensure that we’re resolved this issue.”
In the perfect world, mistakes would never happen and we wouldn’t need a problem resolution strategy. In the real world, occasionally things break down and clients inevitably experience small glitches from time to time — when that happens, you need to be proactive to ensure that you turn problems into an opportunity to strengthen relationships.
Tags: Advertisement, Change Of Address, Client Confidence, Cracks, Email, Face, Goodwill, Gritted Teeth, Investor, Relationships, Shoulders, Six Step, Slips, Succession
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