You’ve seen the ads for financial services.
They tell you, “Customers are our most important asset” or “We care about your future.”
Based on their marketing messages, one would think the industry is filled with professionals whose sole purpose is to make your life better.
Yet, according to the latest Deloitte research, Americans don’t trust financial services industry.
Only 20 percent of consumers believe banks to be highly trustworthy, and only 15 percent highly trust mutual funds, investment advisors/brokers or financial advisors.
So, how do well-intentioned financial professionals combat negative public perception?
Full disclosure, my father was an old school banker, my brother is a former stockbroker, and I know several financial planners personally.
There are plenty of honest professionals out there.
But in many cases, the language they use and the way their organizations are structured actually work against them.
Here are four ways bankers shoot themselves in the foot, and tips for changing their perception.
Financial professionals are trained to talk about “products.”
But the general public doesn’t think of financial offerings as products.
When the average person, or even the average wealthy person, hears the word product we think about a box of detergent.
If a financial advisor says, “I have three products to show you,” it creates a distance between them and their client.
When I advise senior level finance leaders, one of the first things I tell them is to ban the word product from their institution.
Products are commodities.
What clients are actually seeking is “guidance and insight.”
A more compelling way to talk to a client is, “Let’s discuss a plan to meet your priorities.”
When a financial advisor starts by asking about the client’s net worth, the client quickly concludes the banker is only interested in their money.
David Greene, Managing Partner of Greene Consulting, a firm that works with financial professionals to elevate the client experience, says, “You need to redesign the conversation you have with your clients.”
Clients are more than a Balance Sheet.
Greene’s team trains wealth advisors to first understand, “What the money is designed to help you accomplish.”
Finance people often assume it’s their job to “educate the client.”
That may be true, but it’s a horrible way to start what should be a trusting relationship.
Instead of telling the client what you think they should know, ask them what they actually want to accomplish.
Greene’s team teaches advisors, “Ask the client to rank order their life goals.” Inquire about their goals: “What’s more important – private college or retiring early?”
Helping a client prioritize their goals is a valuable service. It’s the foundation for a true relationship.
When a financial services firm tells their people, focus on the client, but the senior leadership spends all their time talking about increasing assets under management, the rank and file quickly get the message: Hitting the number for our boss is what matters most.
The client experience takes a back seat.
When I work with senior leaders, we ensure client impact is the cornerstone of the leadership narrative.
It can seem like a subtle shift, but which banker would you choose?
If you want to combat the mistrust consumers generally have for financial advisors, why not try a new approach? One that works?
When you make client impact and goals a priority and provide guidance and insight, you change the narrative.
What has your experience with mistrust been like? How many sales have you lost because of it?
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