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?

Article ID: 372
Last updated: 20 Nov, 2019
In the "New World" you will get your entire financial house in perfect order and keep it that way forever, making smart choices about your money in alignment with your most important goals and your most deeply held values, so you have a 10 level of confidence that no matter happens in the markets, the economy, or the world you will achieve your goals.

We deliver on this promise by providing 10 core client deliverables broken into a list of 143 deliverables checkpoints orchestrated by me, your Trusted Advisor, and supported by a team of best-in-class subject-matter-experts in financial planning, asset management, insurance, tax, and legal.

We will meet 3x / in the coming year to get your entire financial house in perfect order. Each meeting covers different elements of the client deliverables and when every single action item is complete that's when you can legitimately say that your entire financial house is in perfect order. We will continue meeting 3x / year to make sure your financial house stays in perfect order as we respond to the dynamics of your changing life and those of the changing world we live in. Sound good?
Also listed in
folder Before Financial Road Map™
folder Financial Road Map® Misc.
folder Before Financial Road Map™ -> Scheduling Financial Road Map™ Interview (Existing Clients)


Others in this category
b Is there an effective use of a website to promote the Values-Based Financial Planning™ way of conducting business, especially self-referrals, with prospective clients?
b Should I schedule/conduct Financial Road Map® meetings with Non-Ideal Clients that won’t be able to afford our service and become Ideal Clients? I am trying to reconcile different comments regarding Non-Ideal Clients and Financial Road Map® meetings with Non-Ideal Clients • Jeff (& Tom Moore) – do a road map with ALL existing clients • Bill Bachrach 24/7 website – answer to a question – there are some existing clients you shouldn’t conduct Financial Road Map® meetings with • Rick Barrera – “Non-Ideal Clients will Steal Your Ideal Life….and prolong your journey…” Disengage as quickly as possible. I entered Ideal Life Evaluation Program and Committed Advisor Program with the approach that I will do what I am told to do and not question things (Tom M. and Peter’s O's advice). I am just having a difficult time reconciling; soaking up resources for a little more short term profit, getting FRM meeting experience, giving the gift of a Financial Road Map® to Non-Ideal Clients, Non-Ideal Clients potential referrals (although there would be a disincentive for them to refer where it would shorten their tenure as a client?), letting Non-Ideal Clients know what we are doing... We could add one deliverable and increase revenue but I am finding that my deliverables team is already stretched (it will get better with experience) with Implementation meetings, Progress Update meetings...we only have 14 Ideal Clients so we will be able to handle a lot more Ideal Clients work load once we gain efficiency and better time management. Although I think the time management by my Deliverables Team (in-house) has been fairly good - it seems to be more an issue of efficiency with new system and reports. I think it would be fun to do these road maps and an easy way to fill up some Client Acquisition time. While this may be easier than other Client Acquisition activities I don’t want to take the easy way out. Lastly, I think there is something to momentum and keeping busy on PRODUCTIVE Client Acquisition activities, I just want to make sure this is productive/the best use of my time.
b My friend, a CFO of local company, referred to me his mother, who just relocated to our community. He will be present at our Financial Road Map® meeting. He's a bright person, strong personality and a CPA. I have sent him a book because I would also like to do his Financial Road Map®. How do I keep control of the meeting in case he wants to interject his opinions during his mother’s Financial Road Map®?
b Is it common to see Success Road Map® profiles change as we gain more experience with them and the Values Based Financial Planning™ process? If I can adequately, enjoyably, and profitably serve a higher number of clients of a profile that has little less annual reoccurring revenue than I originally stated on my Success Road Map®, should I?
b I just became a Committed Advisor and as you know I have a mature business. There is a lot of material, what should I focus on first and what should my staff focus on first?
» More articles