Judy Reynolds, Opening Gates

Shifting the conversation

http://parklane.on.ca/wp-cron.php?doing_wp_cron=1519889363.4450380802154541015625 Promoting high energy, connecting dots, shifting conversations – the realm of the relevant adviser where opportunity abounds.

der perfekte einstieg binäre option Accountants are assisting their business clients make decisions on a daily basis, both operational and strategic, or at least they should be. If there ever was an argument for accountants to take on a more advisory role and to leverage their knowledge skills and experience to assist their business clients – then more than ever, now is the time and here is one reason why.

http://www.prestatraining.com/anys/brokoli/1342 As life expectancy increases, business owners are choosing to stay in business longer. This means that they must be financially, emotionally and physically sustainable over a longer period of time. They must sustain high energy and passion for what they do in order to maintain a vibrant, relevant, profitable and future ready business during this extended time frame. Many are putting life on hold for longer. They live with the adage – “When I sell the business then I will start living”.

see url What I am witnessing is business owners settling for something less than they aspired to, slowly burning out, working longer and harder, becoming less passionate about what they do, handing their lives over to their business and questioning their choice to be in business. They are taking low frazzled energy into the business to engage in a daily battle and that is not conducive to longevity, creativity or innovation (a must have in business today), let alone maximising profitability.

go site In order to be sustainable for longer in business, and to maintain high energy and focus, strategic business decisions must be made with different points of reference. Too often, these decisions have been made in the context of “how will this decision advantage and progress the business” without any reference to how it might impact the lives of the business owners. I contend that the first point of reference should be “how will this decision impact the plan I have for my life”. Once it passes this test, only then, do we ask how the decision will advance the business.

http://www.siai.it/?ityies=demo-algobit&54d=84 Taking the big energy created by living the life you aspire to into the business environment is the key to sustained success. Connecting the dots between living your best life and the day-to-day activity of business is critical to building high impact profitable businesses.

see url I question how any adviser can properly advise without firstly understanding the plan that the client has for their life while in business and beyond. The endeavour must be to design a business that will enable a life plan.

The challenge is to answer the question – how many leads does my client need to live the life they aspire to? So connecting the dots – how many leads do they need > to generate the sales they need > to make the profit that they need > to fund the wealth that they need > to live the life they aspire to now and into the future?

http://uplaf.org/wp-cron.php?doing_wp_cron=1512897279.6929380893707275390625 Here lies the opportunity and, in my opinion, the responsibility of the adviser. Connecting these dots demonstrates that every business owner needs at the very least – a life plan, a wealth plan, a profit plan, a strategic plan and a marketing plan. The adviser, having identified these needs, can choose to advise, consult, facilitate, introduce or refer. Doing nothing is not an option. Doing nothing borders on negligence.

http://www.polykani.cz/?indianapolis=best-dating-site-singapore-2018&505=bd There must be a shift.

follow url In order to provide the advice business clients need, advisers must transition the conversations they are having with their clients from a transactional, reactive historical focus to one that is a relationship building, proactive, forward looking initiative.

Not only must advisers move away from the safety net associated with dealing solely with the transaction at hand to a more holistic future focused discussion, they must also become the initiator. They must know their clients well enough to pre-empt their needs, to be a purchase predicator, as opposed to simply reacting to clients’ requests or to the demands of the regulators.

It is not enough to shift the focus of the conversations advisers are having regarding business. They must expand the inquiry into life and wealth. They must have a three-tiered discussion.

Life first, then wealth and then business.

There are more reasons why accountants should take a position in this new realm of opportunity and why it cannot be limited to one conversation at one point in time.

Business owners are operating in an environment that is changing faster than ever before. Change is now less incremental and more likened to quantum multi directional leaps. While business owners are focused on the operational challenges of business they may miss the big picture shifts that impact their industry. They may be disrupted without even realising it.

In this ever changing environment, advisers must take a regular reconnaissance into the future with their clients and get clear on how their desired future may be impacted. They are then in a position to better understand how to help their clients design (or re-design) a business that will enable that future to turn up.

An adviser’s relevance and value, in part, is a reflection of the relevance of their client’s business in terms of being future ready and serving the owners lives.

Skills, knowledge and experience are worthless if left unleveraged. Accountants have the smarts and the contacts and they are perfectly positioned to take on the role of key adviser and business concierge for their clients.

It all starts with a conversation designed to maximise value transfer.

Judy Reynolds, founder & chief executive of Opening Gates

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