Referrals can play a vital role in the growth of financial advisory firms since finding prospective clients via referral requires virtually no hard-dollar costs, and it takes only a fraction of the time needed for other marketing channels like social media, blogging, and seminars. However, finding reliable sources of referrals can sometimes be challenging for advisors: Centers of Influence (COIs) like accountants and attorneys may not be as attuned to the advisor’s services as the advisor’s clients themselves, yet asking current clients for introductions to people in their networks can be awkward since not all clients are equally receptive to being asked to provide referrals (and clients who aren’t inclined to offer referrals can even have a negative reaction to the request, potentially damaging the advisor-client relationship!).
In this guest post, Todd Fithian, co-founder and managing partner of The Legacy Companies LLC, discusses a systematic approach that advisors can take to ask clients for referrals. By first identifying clients who are receptive to the idea and who would most likely be viable referral sources, advisors can focus their efforts on those clients rather than devoting resources to clients who wouldn’t want to be approached for a referral in the first place. By designing simple surveys to determine clients’ Net Promoter Scores, advisors can divide their clients into groups of those who may be more (and less) likely to want to ‘promote’ (i.e., refer others to) the advisor. This can help the advisor decide who to ask for a referral and who to avoid the subject with – although for the latter group, scheduling a separate meeting to discuss potential issues that underlie the clients’ reluctance may provide valuable insights about both the advisor’s processes in general and any relationship concerns the client may have more specifically.
After identifying potential clients who might serve as good “active promoters”, advisors can take the next step by asking clients whether they’d be willing to refer people in their networks who might benefit from the advisor’s services. One way to do this is to invite the client to a Dedicated Introduction Meeting (DIM) where the advisor and client can review the client’s personal or professional networks and pinpoint contacts who might align with the advisor’s firm and benefit from working with the advisor. To this end, it’s essential to provide the client with guidance by clarifying the advisor’s ideal client profile (since prospective clients who align best with the advisor’s value proposition will more likely become clients themselves), which will also help clients narrow the list of introductions to contacts who would be a good fit with the advisor.
Ultimately, the key point is that asking for client referrals shouldn’t feel like it pushes any boundaries with uncomfortable requests; instead, it should feel more like a natural progression of the authentic relationship built between the advisor and the client. By developing a process centered around respect for the client’s willingness to open up their network to the advisor – as well as their trust that the advisor could serve those potential clients well – advisors can make the process feel more natural for clients while effectively bringing in their ideal target prospects!
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