I will begin this article with a preamble, defining the terms I will write about below:
In recent years, in fact from the 2000s to the present, the term “financial consultant” has become very broad and, in my opinion, is, unfortunately, surrounded by a negative aura.
Financial advisers can also be called colleagues who work in insurance and assess the clients’ economic status when concluding life insurance policies. In terms of financing, financial consultants or brokers are most often, and I say it in the light of my experience, those people, who “transport” the documents of clients (usually incomplete) from a financier to another, shopping with the offers of the financiers, not bringing any other added value to the clients other than the one that maybe, I emphasize maybe, the client will have a lower cost.
While talking about the profession of psychologist, with all due respect and having a psychologist in the family, it is challenging to find a good psychologist; one who has worked with himself and can understand how difficult it is for a client to process psychic dismemberment and subsequent reassembly, in an improved structure.
The role of a business “psychologist” is essential in my vision and experience, primarily because he is a neutral third party. He doesn’t judge you, and you pay him to put a mirror in front of you, to reflect the truth about your company and to help you work to improve it.
All good business books talk about listening to your customers, not about trying to make the act of selling your services. This is where the two come together in a way that has become a delight to me every time I work with my clients.
A company is an organism, and no matter how hard we try (and I include myself here because I am also an entrepreneur) to keep the two fields separate – professional and personal, the truth is that they intertwine so finely, in fact, the company/ the company culture is an extension of you as a business owner.
When you have the genuine disposition to understand your customers, then not only can you find optimal solutions for their needs, but you can also understand that specific company changes take time because the shareholder is not himself prepared to move to a new stage.
Everything is philosophy, even working with numbers, estimating, making financial projections, adjusting… everything has a subjective subtlety behind it, which must be identified and only working with it, can one bring fundamental changes in the entrepreneurial spirit and further in the company.
The key to success? Pay attention!
