As part of our initial diagnosis with new coaching members at Peak Advisor Alliance, we ask many questions including, "Do you have an Advisory Council?" The responses to that question often include phrases like, "Yes, I tried one; but it did not work," which would seem to affirm Angie Herbers' assertion (AdvisorOne blog, Sept. 3) that "I'd predict that sooner or later, you'll regret starting the council."
What we uncover in failed advisory councils is that poor execution of a great concept resulted in a bad outcome. Even great thinking, if poorly applied, will lead to poor results. The partial list of advisor execution errors include:
- Lack of ground rules
- Failure to set clear expectations
- Failure to ask questions in the right tone or manner
- Asking the wrong clients or centers of influence
- Lack of an outside facilitator or skilled internal facilitator
- Poorly set agendas and no evolution in quality of agendas
- Poorly chosen meeting date and location
- Failure to really listen to what was being said—both the literal and sub-textual elements.
So how do you properly execute a client Avisory Council to make it your single best source of new business? You start by understanding your two main objectives:
- You want to create ambassadors to go out and tell your story
- You want constructive feedback on how you can develop and implement the best client experience possible.
To find helpful qualified and additive council members, you need clients who are centers of influence (COI) and think constructively. In most cases, these are small business owners (like you), executives and successful retirees. You communicate your expectations to these clients that you selected them because you 'need their help' and 'want their insights.' You want this to be a critical discussion… it is not meant to be a love fest.
The next step is your agenda. Your first meeting is critical. You need to exert effort here. I suggest your first agenda have only three topics (and the third is optional):
1) A discussion of your vision, mission statement and value proposition. A huge amount of preparation occurs here. You will be sharing a compelling vision; defining the client experience you want to deliver; and describing how you want to grow, but in a thoughtful, measured way.
2) You complete a classic SWOT analysis. What are our firm's Strengths and Weaknesses? And, although less critical, what are some Opportunities and Threats? Here is where a great facilitator earns their money and where you, the advisor, listens and learns!
3) Optional: you may have an additional item you really wanted to discuss. If so include it; but, it can likely wait.
