You meet. You talk about his problems. You're sure he's a good prospect.
You send him some information, and describe the benefits he can derive from dealing with you. You suggest he call you to discuss his needs further.
You hear nothing.
So you call, and call, but are unable to connect. Finally he takes your call, but is disinterested in addressing the issues you'd previously discussed.
You get busy with other cases, and give up trying to contact him. Time passes. Finally he does act, but contacts another advisor to handle the problems you helped him to clarify.
I see and hear this scenario play out every day among the advisors I work with and talk to; prospects failing to do what we want, to act on the needs we can help them address when we think they should act.
It is all too easy to take their inaction personally---to believe that they don't like you, don't value your services, don't like what you had to say, and so on.
In reality, prospects---like all humans---act when they're ready to act, not when we want them to.
There may be any number of reasons that someone doesn't act today, tomorrow, or the next day, but will move three weeks from now. Something suddenly motivates them, and they move.
The key is to be present when they're ready to act. Your presence does not have to be physical. It can come through a number of ways that keep you in the mind of the prospect.
Establishing presence means acknowledging that people move on their schedule, not yours. It then requires a strategy of continuous, tasteful contact so they don't forget about you.
Therein lies the challenge to advisor success: finding and using ways to remind your target market of your potential value in ways that do not put them off, and that will have them think of you when they are ready to act.
Paul L. Franklin is Editor of "The Professional Consultant", #405-123 NW 2nd Av., Portland, OR 97209 USA * Copyright 1995
Establish Your Presence - To learn more about this author, visit Donald F. Pooley's Website.
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Donald F. Pooley
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Don Pooley, the author of this article,
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Copyright 2005, Donald F. Pooley, Inc.
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