Some trusted advisers shouldn’t be trusted

By | 2007-06-28T09:42:08+00:00 June 28th, 2007|Uncategorized|

In a recent posting I highlighted some of the scenarios that suggest that an adviser has not achieved the level of trust that we tend to seek from our clients. I have also written about what it means to be a ‘Trusted adviser’ and that just because an adviser is trusted by clients doesn’t automatically mean

What does it take to become a trusted adviser? (part two)

By | 2007-06-26T19:59:49+00:00 June 26th, 2007|Uncategorized|

In yesterday’s posting I highlighted some of the scenarios that suggest that an adviser has not achieved the level of trust that we tend to seek from our clients. My definition of a ‘Trusted adviser’ is one: Where clients are sufficiently confident that they receive reliable, honest and accurate advice for a fair fee that

8 tips on retaining and attracting new partners

By | 2007-06-10T13:07:09+00:00 June 10th, 2007|Recruiting|

A friend of mine, Stephen Harvard Davis, is an expert at helping businesses retain top talent. I've just been inspired to add this item to my blog having read something similar on Stephen's blog which focuses more on job transition in larger corporate businesses. 1 - Don’t presume that good prospective partners will always be

Great sales questions for professional advisers (part 3)

By | 2007-06-03T12:31:15+00:00 June 3rd, 2007|Business messaging and branding|

In the first posting in this series I explained the dangers of adopting any form of questioning approach that suggests the adviser is on auto-pilot. In the second posting I identified some useful questions and promised to outline a specific questioning structure for professional advisers such as accountants, solicitors and surveyors. Whatever questioning approach you