Why not break the cycle by having someone else make all of your appointments? Wouldn’t it be great to walk out of the office every Friday afternoon knowing your calendar was full for Monday and the rest of the week?

It can happen by hiring a marketing coordinator or assigning the job to someone already on your staff. I know what you’re thinking. Nobody could ever be as effective as you. But that’s not necessarily true! I worked with an advisor for 17 years and made all of his calls. I began with existing clients, reschedules and prospects, and after 6 months, I called the referrals. The result — a consistent appointment stream with a mixture of new and existing clients. Because I made all the calls, my boss had time to see 5 more people a week. The increase in appointments not only improved revenues, it increased referrals, too.

Now as part of my business, I train marketing coordinators to make calls and fill advisors’ calendars efficiently. A few of my tips:

• make calls every day at 9 a.m.
• sell the appointment, not a product or service
• call every 3 days, leaving a simple message to get people to call back
• use specific language to overcome objections successfully

If you want a balanced and consistent appointment stream, trust someone else to make your calls. After all, when you first began making calls, you probably stumbled a bit before you figured out how to fill the calendar. But you learned quickly and got results. An energetic and persistent marketing coordinator can do the same. Happy scheduling.

If you need advice or training, we can help! Our teleconference series, The Revenue Resource, and my book The Appointment Scheduler, have all kinds of strategies to improve your appointment stream. Check them out at www.pellegriniteam.com.

One way to reduce the unpredictability of appointment scheduling is to use our scripts, at least in the beginning.  Whether your marketing assistant is an absolute beginner or a seasoned pro, telephoning techniques are always helpful.  The key to successful appointment scheduling is learning to control the outcome of the call.  In other words, marketing assistants can manage the call by getting to the point, remaining persistent, and assuming they will get the appointments.

The approach.  The marketing assistant should be friendly, but not phony, and firm but not pushy, remembering that the marketing assistant sells the appointment, while the producer sells the product or service.  Yes, marketing assistants should know the general nature of the appointment and the producer’s specialty, but their job is to fill the calendar.

Keep it simple.  Some producers want marketing assistants to use flashy words or go into detail about tax savings benefits, etc.  I believe the best approach is to keep it simple and just ask for the appointment.  Why?  If someone asks questions about specific products or services, the marketing assistant might not have the answers.  The phone call could become awkward.

I also recommend brevity.  If the marketing assistant rambles on, the message is lost.  Get to the point, and people will respond.

With our scripts, marketing assistants avoid long-winded spiels that sound unnatural.  Of course,
other approaches are acceptable, but this language works because it is simple and to the point.  Once they are experienced, marketing assistants can jump through any hoops without the scripts.

A friendly voice makes a difference.  When making phone calls, there’s one variable that marketing assistants can control at all times: their voice.  People respond to a friendly voice, which means tone and inflection really do make a difference.  When a caller is upbeat, people tend to listen.

Introductions.  For any type of call, the introduction is key.  It is what captures the attention of the person on the other end of the line.  If marketing assistants are enthusiastic and concise, they will get better results; excess verbiage can lead to a phone hang up.  Marketing assistants also need to inject some life into the conversation, and not sound robotic.  Their goal is to generate interest without sounding like they’re reading.

Verbal ping-pong.  Asking for an appointment is similar to playing a game of ping-pong — polite, verbal ping-pong.  The marketing assistant begins with an introduction, and then asks for the appointment.  After the request for an appointment, the ball is in the other person’s court.  When the person hits the ball back with an objection, the rally begins.  When the marketing assistant asks for the appointment again, the ball goes back to the other court.  The objective is to keep asking for the appointment.

Listening skills required.  A successful phone call also requires listening skills.  Marketing assistants need to hear the person on the other end of the line.  When an objection is made, they should counter it appropriately.  If a person says, “I’m not interested,” the response would be, “We didn’t assume you would be at this time.”  Or, if the person says, “I’m busy,” the reply would be, “I can appreciate that,” or “I understand,” or “When would be a better time for you?”

Persistence pays off.  It is important to be personable and persistent.  Being persistent means asking for the appointment repeatedly in a pleasant way.  Every time the person objects, the marketing assistant should overcome the objection, then ask for the appointment again by repeating, “How does your schedule look?” or “How does next week look?” or “When would be a good time for you?”

There is also a huge difference between asking for an appointment and asking permission for an appointment.  Asking for the appointment: “How does next week look for you?”  Asking permission: “Is it okay to schedule an appointment for next week?”

I remember a situation with a referral I’ll call “Bill.”  I called Bill repeatedly, left numerous messages, but never managed to connect with him.  One day I finally reached him.  I was very enthusiastic because I actually had him on the line.  Bill did not feel the same way!

After my introduction, he shut me down quickly, saying he wasn’t interested.  When I asked, “What aren’t you interested in?” he replied, “Whatever you’re selling.”

I told Bill I wasn’t selling anything, but was trying to set up a time for Tom to meet him.  Again, he said he wasn’t interested.  I didn’t give up because despite his emphatic no, Bill was talkative.  After four objections (polite, verbal ping pong), I felt I might have pushed Bill too far.  I heard him pound his fist on his desk and say, “When does he want to see me?”  I paused for a nanosecond — I didn’t want to lose him — and replied, “How’s next Wednesday for you?”

The appointment was scheduled but I thought Bill would cancel.  To my surprise, he didn’t.  When Tom walked into Bill’s office, Bill said, “I don’t know how much you’re paying your assistant, but it better be good.  The only reason you’re here is because she wouldn’t let me off the phone without making an appointment.”  Tom just smiled and began the meeting.

Every time I called Bill, he was a tough customer, but he appreciated my approach because it convinced him to do what was right for his family and him.  I’m not saying you should be overly aggressive on the phone, but a little persistence goes a long way.

Remember, marketing assistants need to be in control of the phone call.  My advice to them:  take charge, be confident, and stick to it to get results.  Because marketing assistants rarely know what to expect from the person on the other end of the line, our scripts help them overcome resistance and develop the confidence to ask repeatedly for the appointment.  It does not matter what type of call is made — marketing assistants need to be ready for whatever comes their way.

Do you manage your practice — or are you a control freak, always trying to arrange, contain and maneuver people and events? Do you trust your employees or are you guilty of second-guessing and overriding their efforts?

If you’re afraid to let go of some responsibility (and details), you’re a micromanager, and your approach stems from emotion, not business sense. The fear of letting go can sabotage your progress, and instead of moving forward, you’ll remain stuck in the status quo. Isn’t it smarter to overcome your fear? Why not let go and grow?

I’ve asked financial advisors why they can’t let go, and their rationales are revealing:

• “Employees might make mistakes”
• “I can do everything better myself”
• “Employees will never take the initiative”
• “I just don’t think about delegating more often”
• “Employees will embarrass me or tarnish my company’s reputation”
• “How will I know if work is actually done?”
• “Employees can’t read my mind, and it takes too long to explain things”
• “Our systems aren’t defined; no one is accountable”
• “My staff can’t keep up”

That kind of thinking is extremely shortsighted. A good staff, whether it’s one person or fifty, is a blessing, not a hindrance. Capable employees can build and enhance your business — you just need to let them.

How can you change?

Relax your grip! Yes, you should know what’s going on in your business, but don’t insist on unnecessary involvement. If you handle every little detail or transaction, you’ll never have time to explore new (and profitable) opportunities. You won’t do what you really enjoy or focus primarily on moneymaking activities.
Like most advisors, you have high professional standards and probably believe no one else can do the job as well. That may be true to an extent, but once you train your employees, they can handle the daily workflow and details. Remember, your employees are not you — and that’s a good thing. You need a balanced team to strengthen your business. Surround yourself with bright people who bring different talents and experience to the table.

Train your staff thoroughly. Training is often overlooked, but it is absolutely essential. Spell out your employees’ duties and teach them everything they need to know about the job. People deserve to know how they fit into the business and why their role is important. Remember, you had to learn the ropes and no doubt made a few mistakes along the way; be patient and arm your staff with complete information and directions.

Delegate early and often. Don’t wait until the last minute to assign a task. Delegate in advance so employees can do a good job. Also, get in the habit of delegating to the right person consistently. If you need someone to schedule your appointments, select a team member for the job and delegate to him or her only. Also, during the delegation process, establish priorities and deadlines. Sometimes employees don’t know what to do first. If they’re spending too much time on customer service, for example, let them know why appointment-scheduling is their first priority. In dealing with employees, follow Pellegrini’s Golden Rule of Business: “If you give them what they need, they’ll give you more of what you want.”

Trust your employees. Don’t give lip service to trust – act on it. Once employees are trained properly, step back and let them do their job. If you want an update on a project, say so, but otherwise, just assume the work will be done in a timely fashion.

Finally, be a leader. Not long ago I convinced a client to let go and grow. A former control freak, he is making a concerted (and successful) effort to lead, not micromanage. His assistant now describes her role this way: “I’m involved in the vision, he delegates freely and leaves me alone to get things done. Everything goes through me so I can get rid of things that don’t need his time and prioritize the rest.”

Are you ready to be that boss and let go?

By cherry pick, I mean this: do you glance over the names in your client files and call only the people you think will do business? Are you calling them because of a hunch, a preconceived notion or past history? If that’s the case, you’re allowing business to fall through the cracks.

When you cherry pick, you miss out on great opportunities to cultivate relationships and write more business. As a consultant, I’ve seen it happen in many offices, large and small. I’ve learned that most advisors cherry pick because they:

1. Lack a system to keep clients on the radar screen.
2. Don’t know what to say if the call isn’t about appointment scheduling.
3. Don’t have enough time to make the calls (Or at least they think they don’t!)

A good system can eliminate cherry picking. Time is allotted each day to contact clients, and when you’re on the phone, friendly questions become second nature to you. Your clients deserve the attention, and in the end, you’ll uncover opportunities that lead to revenue.

Where do you start? I recommend using a system in which names from your database come up automatically twice a year. One option: pull up your clients’ names on their birthdays and then six months later. If a client’s birthday is in January, for example, his or her name pops up in January and in July.

Print the list of names to determine your course of action. Maybe you need to schedule an appointment or just check in to see how things are going. Of course, it’s easy enough to call for an appointment. It’s more challenging to make the check-in call, and that’s why cherry picking happens.

What do you say during a check-in call? There’s no right or wrong way to do it. The call is about reaching out and reminding clients you’re here. Try a simple:

“How are things going? Any changes we should be aware of?”
Or
“Any changes since our last discussion/meeting”
Or
“We discussed XYZ at our last meeting. Are you ready to move forward?”

Sometimes during a check-in call, clients talk about things that haven’t come up before. Why? Because it’s not a sales call. You’re just checking in.

Once a system is in place and you’re comfortable with the phone language, you should carve out a regular time to make the calls. Personally, I believe all calls should be delegated — even the check-in calls and referrals. Your support team can spend an hour a day scheduling your appointments, checking in with your clients and following up on leads. If you have a hard time letting go of the calls, go ahead and make them, but be sure to schedule time in your calendar. The calls should be a priority.

One more thing. The same system applies for prospects. Every time you contact prospects, they feel cared for and will want to become clients.

The key thing to remember, especially in today’s market, is that people want to hear from you. Yes, it’s good to send newsletters and birthday cards, but it’s more meaningful when you take time twice a year to check in or have a face-to-face meeting.

Work your client base — you’re sitting on a goldmine! Instead of cherry picking, create a system that allows you to contact and service your clients on a regular basis.

In my nearly twenty years as a consultant, I’ve come across common scheduling mistakes that cost advisors time and money. To fill your calendar week after week, you should pay attention to the Do’s and Don’ts of Appointment Scheduling.

1. DON’T ignore or forget accountability. Why bother to make calls if
   you don’t track/measure your results? Without specific goals and a tracking system, it’s easy to veer off course.
   DO keep track of daily dials, reaches, and appointments. Accountability leads to success and helps identify areas for improvement.
2. DON’T forget to leave a message when you can’t reach the person you’re calling. If you don’t, you’ll have a tough time connecting with people. The only way to increase your appointment stream is to actually talk with clients and prospects.
   DO leave your name and phone number in a clear, friendly voice.
3. DON’T leave a l-o-n-g message with too much detail. A wordy message asking for a return call to schedule an appointment will get you nowhere. If people know exactly what you want, they may not call back!
   DO keep it brief. Simply give your name and phone number and ask for a return call.
4. DON’T ramble during the call. People will tune out if you don’t get to the point quickly. Remember why you’re calling.
   DO sell the appointment, not the products or services. That’s why you’re calling! Stay focused on filling the calendar.
5. DON’T overlook regular check-in calls. If you call your clients only when you want a sale, they’ll feel used or neglected.
   DO make check-in calls regularly so people feel appreciated. They’ll be more inclined to share news that could lead to sales opportunities.
6. DON’T expect your marketing assistant to work with too few clients or prospects. Good call lists get you in front of the right people.
   DO review existing clients, prospects, referrals and COIs each month with your marketing assistant. Update the lists regularly.

Again, scheduling is a key part of your business, and my popular teleconference series can help! The Revenue Resource offers practical strategies for working your client base and making calls successfully. During the sessions, I role-play with the marketing assistants to teach them how to get past gatekeepers, overcome objections, ask for referrals and much MORE. Sound good? Call us at 952-820-5300 for details!