Could you please provide some scripting or options around disengaging clients once you have completed the Values Staircase™ with them? If they are not your Ideal Clients…

Article ID: 177

Last updated: 20 Nov, 2019

I would not disengage just because they are not an Ideal Client. I would disengage if they are not getting value from the Values Conversation™. This might show up in them being uncooperative or unable to answer the questions. In this case, simply tell the truth. It might sound like, “I have the impression that you are not getting much value from our conversation today and I don’t think it makes sense to continue. Your time is too valuable to waste on something that’s not working for you. Although we agreed to meet for an hour today, I propose that we cut this meeting short and that we both move on to something that’s a better use of our time. How does this sound to you?”

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I know you don't want us to "pick a scab" but on several occasions the prospect stays non committal on planning. At some point in the conversation shouldn't I point out what has gone well and what areas need addressed?

Clients agree to pay for their plan (and pay at the end of the first meeting) $5,500 to have their Implementation Plan written. My annual ongoing Ideal Client Fee is $11,800. Do I collect this (annual ongoing fee upfront) from them at the same first meeting or do I do it at Implementation Meeting?

When I start discussing Values-Based Financial Planning™ to an Old World client, they stop and ask me why I am doing this since I already covered this when we first met. (In the past I would discuss what's important to them before discussing their concrete goals.) They only want to discuss the issues at hand. How do I handle this question?

What are polite ways to disengage? Can you offer some example scripts for disengaging at different points of the Financial Road Map® or role play a conversation for us?

For several years I have run an annual review program for all of my clients. As such this is something they have come to expect, generally around the same month each year. As I look to introduce the new world to them, including the values conversation, I seek assistance in terms of a script that clearly articulates the improvements to my service, as well as the road map conversation. For many years clients have received a circle chart and progress reports as part of my existing review process, so some of the ‘new world’ is something they will not perceive as added value. I am keen to introduce Values-Based Financial Planning™ to existing clients, outline to them the new direction of my business and that I invite them to be a part of this. I am struggling with a script to clearly differentiate the added value of the new world to them. Prior to their next scheduled review, as succinctly as possible, I would like to introduce the idea, outline an overview of the conversation we will have BEFORE we then run their standard annual review. Where clients realize the new world is for them, I would immediately slot them into the next space on my 3 meeting process schedule rather than run the review meeting. Everyone else I am obliged to run the review meeting and put the exercise down as practice, complete the work that comes from the review meeting itself and then see them in a year’s time. Either way, I am not sure how to best articulate the conversation. Could you suggest some ideas for a script to help me keep on track and ensure I best communicate the added value?

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