Trusted Advisor Quotes

Be your own guide, confidant and advisor. Trust yourself above all others.

Alliances with other nations lead to bondage," Zechariah explained. "Joseph started out as Pharaoh's trusted advisor in Egypt, but later generations ended up as slaves. And wasn't it Ahaz's so-called alliance with Assyria that led to our present slavery?

At one o’clock, the ever-logical Right-Eye Grand Steward woke up to discover that during his sleep his left-eyed counterpart had executed three of his advisors for treason, ordered the creation of a new carp pool and banned limericks. Worse still, no progress had been made in tracking down the Kleptomancer, and of the two people believed to be his accomplices, both had been released from prison and one had been appointed food taster. Right-Eye was not amused. He had known for centuries that he could trust nobody but himself. Now he was seriously starting to wonder about himself.

Faith is a practical expression of the confidence we have in God and His Word, while trust is a practical expression of our commitment to God and His Word.

A sure indication of a lack of trust is frustration. In other words, whenever a situation robs us of our peace, we are not trusting God.

There is an old saying, “It is amazing what you can achieve if you are not wedded to who gets the credit.” The

Publicity whiz who guided Jobs early on and remained a trusted advisor. M

Publicity whiz who guided Jobs early on and remained a trusted advisor.

It is ironic that a business in which the serving of clients depends so heavily on interpersonal psychology should be peopled with those who believe in the exclusive power of technical mastery. And

Reliability in this largely rational sense is the repeated experience of links between promises and action.

Reconfirm scheduled events before they happen. Announce changes to scheduled or committed dates as soon as they change. Intimacy

Send meeting materials in advance

Imagine how fluid life would be if we each had an advisor who, with our best interest at heart, provided clear, objective and decisive guidance. When we trust our instincts, we do.

Let’s face it, no one wants to be seen as a stereotypical salesperson who is pushy and untrustworthy. However, if you think about yourself as a doctor who diagnoses and then prescribes solutions to people’s problems, then I’m sure you’ll be much more comfortable selling under those circumstances—as a trusted, educated, knowledgeable, qualified, confident, capable advisor.

If you think someone else will figure it out for you, you’re doomed to fail. If you give your advisors your complete trust, you’re doomed to fail. If you repeat the mistakes of the past, you’re doomed to fail.

Because I have developed my trust in God, I am no longer disturbed by irritating circumstances. Whenever they arise, I simply look to Him and say, “Lord, I trust you, and I know that everything will be just fine.

When salespeople lead with their product or service, it is impossible to be perceived as consultants or trusted advisors. It makes it as clear as day that the salesperson believes the relationship and sale are centered on his offering, not the customer and its needs. It’s as if the salesperson is begging the customer to put his offering’s features and price on a spreadsheet to be compared against every competitors’ features and price.

Casteel began. “I had this whole speech planned in my head about how you have been a brother to me and that there is no one I trust more, but now things are just kind of awkward, so…yeah. We would like for you to be our advisor.

She was still not at ease with the idea that she was now important enough to have people as accessories. Nor was she comfortable with the idea of these people as gatekeepers with access to the details of their personal lives. Whenever she felt herself shrinking under the indifferent glare of the staff that surrounded her, as she did in this instance, she straightened her back and lifted her chin in the way that Chiedza, her trusted advisor-friend, had instructed her to do.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

The attitude of exclusive professionalism (which restricts the label of professionalism to the advisor) manifests itself in a number of dysfunctional ways. It reinforces a misleading belief that the advisor’s job is to solve problems rather than to help the client solve problems.

Sincerity, the way we usually mean it, has to do with intentions; we assume it comes from within. But our clients have no way to observe sincerity except through external behaviors. From certain behaviors (attention paid, interest shown, advance work done, empathetic listening), we infer the internal state we call sincerity. Thus,

While the president understood and fully supported this, he remained frustrated, as did I, because his most trusted advisors didn’t fully sign on to a strategic approach to testing. At one point he offhandedly remarked, “You’ll have to convince my son-in-law of that.” Naturally, Kushner and everyone else had been deferring to Fauci and Birx on all things medical. To make matters worse, the Fauci-Birx testing strategy was not merely unfocused; their strategy bizarrely prioritized more testing in the lowest-risk people and the lowest-risk environments—students and schools—while letting the deaths continue in nursing homes and assisted living facilities, where a once-per-week schedule was assumed to be effective.

When I asked these protective parts what they’d rather do if they trusted they didn’t have to protect, they often wanted to do something opposite of the role they were in. Inner critics wanted to become cheerleaders or sage advisors, extreme caretakers wanted to help set boundaries, rageful parts wanted to help with discerning who was safe. It seemed that not only were parts not what they seemed, but also they each had qualities and resources to bring to the client’s life that were not available while they were tied up in the protective roles.

The illusionists of quantity are performing sleights of hand wherever it concerns the topic of quality. A profession that went from being second in command under the throne, to outsourced to the cheapest external providers, is perhaps one of greatest conflicts of interest society faces today, not to mention the blatant disrespect of the people quality is intended for in the first place. Quality is about ascertaining the absolute best, for the sake of all involved. It therefore, is a lofty profession combining research, science, and morality to make the best judgements for today based on the history of the past in order to most adequately prepare for an ever oncoming future. Most importantly, quality removes personal preference that is not in the best interest of all people. Thus, anyone who would launch a war on quality can be considered an enemy of mankind, as they are would be purveyors of an ultimate breach of trust and security. Until the concept of quality is reinstituted as the governing advisor in all aspects of society, sychophants will chant "more" is "better". They will sell mediocrity at top dollar, and make top profits. Mediocrity should not be the accepted, celebrated standard, it should be the rudimentary blueprint for the greatest rollouts of progress ever marked in human history.

Clients recognize excessive self-orientation through such things as: 1. A tendency to relate their stories to ourselves 2. A need to too quickly finish their sentences for them 3. A need to fill empty spaces in conversations 4. A need to appear clever, bright, witty, etc. 5. An inability to provide a direct answer to a direct question 6. An unwillingness to say we don’t know 7. Name-dropping of other clients 8. A recitation of qualifications 9. A tendency to give answers too quickly 10. A tendency to want to have the last word 11. Closed-ended questions early on 12. Putting forth hypotheses or problem statements before fully hearing the client’s hypotheses or problem statements 13. Passive listening; a lack of visual and verbal cues that indicate the client is being heard 14. Watching the client as if he/she were a television set (merely a source of data)

For God’s sake, Anders, your pacing is driving me wild,” Leigh said with exasperation. “Sit down.” Anders paused with surprise and turned to peer at the brunette curled up in the corner of the couch with a book in her hands. “I’m not pacing, I’m . . .” She arched her eyebrows, waiting, and he sighed. “Pacing,” he acknowledged and sank onto the nearest chair. He rested his elbows on his spread knees, allowing his hands to dangle between them, and stared out the window. After several minutes, he dropped back in the chair with a heavy sigh, then straightened and asked impatiently, “What the devil is she doing up there?” “She’s checking with her academic advisor to ensure that missing the first two weeks of classes won’t bugger her up for the term,” Leigh reminded him patiently. “Yeah, but that should have been a five-minute conversation. She’s been up there over an hour,” he complained. Valerie had helped clean up the kitchen after breakfast, then had taken Roxy with her and escaped upstairs on the pretext of calling the veterinary college to be sure she was still welcome after missing the first two weeks of the semester. “Yes, well, perhaps whoever she needs to speak to wasn’t available and she’s waiting for a call back,” Leigh suggested. “Or maybe they had work for her to do to keep from falling behind and she’s up their reading her textbooks and studying.” “Or maybe she’s hiding,” Anders said unhappily. Leigh tsked with irritation. “Why would she be hiding?” Anders didn’t respond, but in his mind he was remembering their kiss that morning . . . well, kisses. Or maybe one kiss. He wasn’t sure how to classify it. Did you have to come up for air to classify it as more than one kiss? Or was it counted in minutes or seconds? Because it had been a constant devouring of each other’s mouths for several minutes. “Oh my, yes. I see,” Leigh murmured. Anders glanced up at her murmur and noted her narrowed concentration on him. She’d read his damn mind. “Yes, that might have made her want to hide out,” she said sympathetically. “It wasn’t that long ago when I had my first encounter with life mate passion. It was pretty terrifying. And she didn’t have any idea what was happening. I mean, as an immortal you had heard about it, had some idea of what to expect, and yet you were still overwhelmed by it. Imagine how she must feel. She got hit by a nuclear explosion of passion out of nowhere.” Anders sighed and ran one hand wearily over his closely cropped hair. Leigh wasn’t saying a damned thing he hadn’t already thought of. Which was why he suspected Valerie was hiding out. The question was, how long would she hide? And how was he supposed to get her to know and trust him if she wouldn’t come out of her room?

love my dick. That’s a fact. And I’m not afraid to admit he’s both my best friend and my most trusted advisor. Sure, he’s gotten me into some tight spots over the years—pun very much intended—but that’s what makes life fun, right? I wouldn’t trade our relationship for the world. He stands tall and proud . . . and when he spots something he likes? He bobs with pleasure, begging to get closer.

I love my dick. That’s a fact. And I’m not afraid to admit he’s both my best friend and my most trusted advisor. Sure, he’s gotten me into some tight spots over the years—pun very much intended—but that’s what makes life fun, right? I wouldn’t trade our relationship for the world. He stands tall and proud . . . and when he spots something he likes? He bobs with pleasure, begging to get closer.

Retirement Lifestyle Planning There are four (4) major financial questions that you must be able to answer in order to know if your current or future plan will work for you. What rate of return do you have to earn on your savings and investment dollars to be able to retire at your current standard of living and have your money last through your life expectancy? How much do you need to save on a monthly or annual basis to be able to retire at your current standard of living and your money last your life expectancy? Doing what you are currently doing, how long will you have to work to be able to retire and live your current lifestyle till life expectancy? If you don’t do anything different than you are doing today, how much will you have to reduce your standard of livingat retirement for your money to last your life expectancy? Motto for Retirement Lifestyle Planning A solid financial plan is a powerful possession that offers a sense of peace and freedom. Our process allows us to determine appropriate strategies and help you understand how to achieve your goals and live your dreams. Our process stresses informed financial decision making. We encourage you to review all decisions with your team of tax and legal professionals. For the record, we are not tax or legal professionals and this information is not intended as tax or legal advice. Now we’d like to remind you that a well-executed financial plan requires diverse knowledge and utilizes some or all of the following strategies and services: -Retirement Lifestyle Planning Making the most of your employer-sponsored retirement plans and IRAs. Determining how much you need to retire comfortably. Managing assets before and during retirement including Social Security analysis. -Estate Planning Referring you to qualified Estate Attorneys to review your wills and trusts to help preserve your estate for your intended heirs by helping with beneficiary designations. Reducing exposure to estate taxes and probate costs. Coordinating with your tax and legal advisors. -Tax Management Helping to reduce your current and future tax burden by considering multiple strategies for review by your tax professional.Also, referring you to qualified tax specialists if needed. -Legacy Planning/Charitable Planning Creating a solid future for generations to come by ensuring that your legacy will live on through those you love or causes you care deeply about. -Risk Management Reviewing existing insurance policies. Recommending policy changes when appropriate. Finding the best policy for your individual wants and needs. -Investment Planning Determining your asset allocation needs. Helping you understand your risk tolerance. Recommending the appropriate investment vehicles to help you reach and exceed your goals.

Before hiring, evaluate the 5 Cs – Character (trust, ethics, integrity, independence), Capacity (education, experience, holistic perspective), Collateral (what you get in return), Conditions (scope of work, fees, confidentiality) and Capital (financial soundness of advisor).

In short, hire an advisor who you trust, who is right for your needs, who can get the job done and who works for ONLY you. If

The flip side of credit is blame. A tendency to blame others, or circumstances, is generally a recipe for unhappiness in life.

Four Essential Elements That Engender Trust (Chapter 8) 1. Credibility 2. Reliability 3. Intimacy 4.

By starting with caring (working from the inside out), we open ourselves to possibilities and become willing to go where the client will take us. The skill or action behaviors can then fall on fertile ground. By

We don’t want people to be interested in us as a means to an end, as a destination for their own purposes. We want people to be interested in us as fellow-voyagers, people who care about us enough to go on a journey with us.

while most providers sell on the basis of technical competence, most buyers buy on the basis of emotion.

Make sure you’ve done absolutely all your homework on the client company, the client marketplace, and the client individual, and that it’s absolutely up to the minute. Even if you know them and their business cold, there is likelihood that there will be some news clip about your client that will have been published that very day.

Less formally, we consider the time it takes someone to return a phone call, whether meetings are canceled or kept, and whether to-do lists are completed. Reliability

Are there any topics I should avoid because they are too delicate to discuss in a large forum? • Are there any topics on which the views of your colleagues are significantly divided? •

It is not enough for a professional to be right: An advisor’s job is to be helpful. David

Fig. 8.2. Trust Realms The

Advisors who rate the highest on reliability will not just deliver their work on time and on spec. Nor will they simply be consistent, even at a level of excellence. They will also be expert at a variety of small touches that are aimed at client-based familiarity. Sending meeting material in advance is one example; staying current on client events and names is another. Reliability on the emotional level has a great deal to do with the client’s preferences, and not just with consistency from the service provider’s perspective. Strategies

The biggest leverage for reliability enhancement probably lies in the emotional realm. The more a provider can do to understand and relate to the usually unconscious norms of the client, the more the client will feel at ease and experience a sense of reliability. Some

The best service professionals excel at two things in conveying credibility: anticipating needs, and speaking about needs that are commonly not articulated. For

Make specific commitments to your client around small things: getting that article by tomorrow, placing the call, writing the draft by Monday, looking up a reference. And then deliver on them, quietly, and on time. 2.

A good rule to remember is that, in relationships, there are no win-lose or lose-win combinations: There are only win-wins and lose-loses.

Don’t tell lies, or even exaggerate. At all. Ever. 3.

Speak with expression, not monotonically. Use body language, eye contact, and vocal range. Show the client you have energy around the subject at hand. 5.

Make sure meetings have clear goals, not just agendas, and ensure the goals are met. 4.

As the chapter on relationship building suggested (Chapter 5), we must find ways not only to be credible, but also to give the client the sense that we are credible. We must illustrate, not assert. Why

10. Return calls unbelievably fast Stephanie Wethered, the pastor referred to earlier, does this. She tries to return calls within ten minutes. She says it’s the most trust-creating thing she does; no one expects it, and it demonstrates how much she values the other person. 11.

Use the client’s “fit and feel” around terminology, style, formats, hours. 5.

if I were in your position, I might be wondering about X. Is it possible that that is an issue for you?

Where are we likely to encounter the most resistance? •

Review agendas with your client, before meetings, before phone calls, before discussions. Clients should know that they can expect you to always solicit their views on how time will be spent. 6.

28. Experts Should Be On Tap, Not On Top This is another piece of advice from Winston Churchill (he was a fountain of great one-liners): Experts should be on tap, not on top. I have made the mistake all too often in the past of taking experts’ advice as gold, as the only ‘right’ option. It has often been against my instinct, and it has all too frequently landed me in trouble. To let yourself be guided purely by experts is always a recipe for disaster. So-called experts might know their field, but they don’t always know the whole picture of what’s right. Especially for you. I know some very wealthy people who don’t even live where they want to because their accountant told them they could pay less tax if they bought a home in Monaco. It is as if their accountant has more of a say over their lives than their kids or partners do - and that is always a ‘false’ economy. Experts are experts because they specialize in one small part of a field. A leader’s job is to see beyond that, to see the whole picture and then to make a considered decision. The expert advice should be there to serve you: to be ‘on tap’, when you need it, but not as your only option. So when you need guidance, ‘listen’ to all the experts, assemble the knowledge in your head, sleep on it, trust your instinct (more of that later!), then make an informed, not hasty decision. By the way, the only thing worse than making a bad decision? Making no decision! So many people fail to get ahead because they can’t decide. They dither. It is natural. We all get fearful of making a bad decision - but really that is back to being scared of failing, and we know how to deal with that now, don’t we? Failing is OK. A bad decision is better than no decision. So learn to make decisions - informed, good decisions, based on good advice, but not dictated solely by the advisors. Trust your instincts, and commit to your decision. And if it proves wrong, then learn from the error, have the humility to acknowledge it, then move on - wiser and smarter. And remember, like so many things, the more you practice making decisions, the better you will become at making good decisions. You’ll never have a 100 per cent gold strike rate, but some people get pretty darned close, and if you study their habits I bet you will see some clear patterns in their decision-making. So, listen to the experts, keep them on tap, but know your own mind, know your own heart - and let these lead you to the right choices to keep you on top.

I allowed you to enter my city, despite flying one of my ships. I allowed you to enter my throne room against my advisor’s better judgment! I trusted you as my old war comrade! You were my brother, Agulaar. And now this!?

In life, trust less in people that are close or distant, as for they are like an enigma. I only attribute my scientific legacy advisors prayers to the true ones.

Monica Zent is an experienced entrepreneur, investor, businesswoman, and trusted legal advisor to leading global bMonica Zent is an experienced entrepreneur, investor, businesswoman, and trusted legal advisor to leading global brands, over a period that spans decades. Her most recent venture is the founder and CEO of Foxwordy Inc. She is also the founder of ZentLaw, one of the nation's top alternative law firms. Zent is an investor in real estate & startups and dedicates her time and talent to various charitable causes. She is a diversity and inclusion advocate, inspiring all people to pursue their dreams. rands, over a period that spans decades. Her most recent venture is the founder and CEO of Foxwordy Inc. She is also the founder of ZentLaw, one of the nation’s top alternative law firms. Zent is an investor in real estate & startups and dedicates her time and talent to various charitable causes. She is a diversity and inclusion advocate, inspiring all people to pursue their dreams.

Finally, if you look at the wealth management business, you’ll find just about everyone chasing the same demographic segment: the high-net-worth individual. Not Edward Jones, one of the consistently most successful U.S. brokerage firms. For thirty years, it has focused on customers defined not by how much money they have, but on their attitude toward investing. Jones serves conservative investors who delegate financial decisions to a trusted advisor. In terms of the five forces, this customer segment has been less price sensitive and more loyal.

Your role today must be as a trusted advisor for your clients vs just selling property or quoting interest rates. The point is to remain connected, keeping the emotional bond and value exchange alive so when they are considering buying or selling, you’re the obvious choice. Sending banana bread recipes isn’t going to get you there.

assessing this with a trusted advisor will help this be a practical decision based on health and bathed in prayer, not an emotional response too easily rushed into.

The most effective way to influence a client is to help the person feel that the solution was (to a large extent) his or her idea, or at the very least, his or her decision.

One way to do this is to help the client understand all the available options by conducting a thorough exploration of advantages, disadvantages, risks, and costs.

Among other things, effective advice giving requires an ability to suppress one’s own ego and emotional needs. The most effective way to influence a client is to help the person feel that the solution was (to a large extent) his or her idea, or at the very least, his or her decision. One way to do this is to help the client understand all the available options by conducting a thorough exploration of advantages, disadvantages, risks, and costs.

it’s about building relationships—becoming the trusted advisor to your target market rather than just a salesperson.

Douglas Mox, known as Doug Mox to his clients, excels as a real estate agent with a deep understanding of the housing market and property trends. His professional guidance covers everything from finding the right property to closing the deal, ensuring a smooth and successful transaction. Doug Mox’s proactive approach and attention to detail make him a trusted advisor for all your real estate needs.

Fig. 8.1. The Trust Equation Fig. 8.2. Trust Realms The

life is too short to work on the uninspiring. Being

The reason trust is requested is because the person seeking

What’s the first thing you do now before you visit a new restaurant for the first time or book a hotel room online? You probably ask a friend for a recommendation or you check out the reviews online. Now more than ever, the story your customers tell about you is a big part of your story. Word of mouth is accelerated and amplified. Trust is built digitally beyond the village. Reputations are built and lost in a moment. Opinions are no longer only shared one to one; they are broadcasted one to many, through digital channels. Those opinions live on as clues to your story. The cleanliness of your hotel bathrooms is no longer a secret. Guests’ unedited photos are displayed alongside a hotel brochure’s digital glossies. TripAdvisor ratings are proudly displayed by hotels and often say more about the standards guests can expect than do other, more established star ratings systems, such as the Forbes Travel Guide‘s ratings. Once-invisible brands and family-run hotels have had their businesses turned around by the stories their customers tell about them. “With 50 million reviews and counting, [TripAdvisor] is shaking the travel industry to its core.” —Nathan Labenz It turns out that people are more likely to trust the stories other people tell about you than to trust the well-lit Photoshopped images in your brochure. Reputation is how your idea and brand story are spread. A survey conducted by Chadwick Martin Bailey found that six in ten cruise customers said “they were less likely to book a cruise that received only one star.” There is no marketing more powerful than what one person says to another to recommend your brand. “Don’t waste money on expensive razors.” “Nice hotel; shame about the customer service.” In a world where online reputation can increase a hotel’s occupancy and revenue, trust has become a marketing metric. “[R]eputation has a real-world value.” —Rachel Botsman When we were looking to book a quiet, off-the-beaten-track hotel in Bali, the first place we looked wasn’t with the travel agents or booking.com. I jumped online and found that one of the area’s best-rated hotels on tripadvisor.com wasn’t a five-star resort but a modest family-run, three-star hotel that was punching well above its weight. This little fifteen-room hotel had more than 400 very positive reviews and had won a TripAdvisor Travellers Choice award. The reviews from the previous guests sealed the deal. The little hotel in Ubud was perfect. The reviews didn’t lie, and of course the place was fully booked with a steady stream of guests who knew where to look before taking a chance on a hotel room. Just a few years before, this $50-a-night hotel would have been buried amongst a slew of well-marketed five-star resorts. Today, thanks to a currency of trust, even tiny brands can thrive by doing the right thing and giving their customers a great story to tell.

I was amazed at how many fools I ran into until I noticed the common denominator in all those interactions: me.” Why

Frame your choices through this lens: season. If your kids are under five, you cannot possibly include the things I can with middle and high schoolers. You are ruled by a tiny army you created yourself. This is just how it is right now. If you have bigs like I do, we run a taxi service from 5:00 to 9:00 p.m. virtually every night. Evening real estate belongs to family for now. In ten years when they are gone, the story will change (sob). Perhaps you have a fabulous trick that no longer works, and you might need to set it aside for a season. Those are often the hardest cuts. The choices you make today may completely change in five years or even next year. Operate in the right-now. What does this season require of you? Unsure? Ask God. He is a wonderful advisor who always, always knows the Best Thing. He will help you sort it out. When you can’t trust your own discernment, you can certainly trust His. God has no agenda other than your highest good in His kingdom. There is no better leader through this minefield.

Credibility isn’t just content expertise. It’s content expertise plus “presence,” which refers to how we look, act, react, and talk about our content. It depends not only on the substantive reality of the advisor’s expertise, but also on the experience of the person doing the perceiving. As the chapter on relationship building suggested (Chapter 5), we must find ways not only to be credible, but also to give the client the sense that we are credible. We must illustrate, not assert. Why

Brisbane’s nature tended towards the serious, but there was a graveness to his manner that told me he was speaking entirely from his heart. “I would like to work with Morgan. On a regular footing.” Sir Morgan Fielding. Secret advisor to the Prime Minister, my distant cousin, and Brisbane’s sometime employer in activities that could only be termed espionage . “You have given this a great deal of thought,” I temporised. “I have.” He began to walk, pulling me slowly along, his hand covering mine. “The threat in Germany grows. I don’t know how long we have, but something is stirring, something ugly and dangerous. Morgan is worried, too. He is in Berlin now.” ---- “Morgan is not terribly trusting at the best of times, even of us.” “But you want to work for him.” “With him,” he corrected . “Times are changing, and we both believe that the methods that have been used in the past will no longer serve. It’s time to create a new agency with new operatives, young minds that can be trained properly to sleuth out information and pass it back to London.” “You have thought this through,” I said, a trifle tartly. “I suppose it even has a name.” “Morgan likes the notion of the industriousness of bees. He was thinking of calling it the Apiary.” I thought a moment then shook my head. “No. Call it the Vespiary. After a nest of wasps. They have a more ferocious sting. If we are going to take on Germany, let them know we mean it.” He stopped, openmouthed. “You’re serious. You raise no objection.” “To what? You taking on dangerous work? You’ve done that since before I knew you. It was half the reason I fell in love with you, I expect. I could no more ask you to give up your work than I could hold back the tides. It is the stuff of which you are made.” He embraced me then, and when he drew back, my lips were tingling in the cold. “There’s something else,” he said. “Tell me.” “Morgan and I shall want your help.” It was my turn to stare, mouth agape. “You mean it?” “I do. You bungle into my cases with no method or order, and yet you have the instincts of a bloodhound. You understand people and what drives them. The Apiary will have need of people like you.” I pressed a kiss to his cheek. “The Vespiary,” I corrected. He grinned. “We shall see.” Just then he cocked his head. “And I would like to go up to the nursery and see the child.” I smiled in return.

Advisors ask me what it takes to be referable. My response is simple: It all comes down to trust. Clients and strategic partners have to trust that endorsing you will reflect positively on them in turn, but what does that mean, and how can you predictably and methodically create trust? Let’s revisit the foundation of refer-ability, summed up in the four Cs.: Credentials – Your skills as a professional advisor in terms of your judgment and the solutions you provide give you the credibility needed to foster trust. Consistency – People crave consistency and your professional deployment of best practices helps you meet and exceed the expectations you set for your clients. Chemistry – The rapport you develop using F.O.R.M., as well as your sincere and holistic interest in your clients’ lives, creates comfort and chemistry. Congruency – Doing what you say you will and conducting yourself as a professional consultant rather than as a salesperson means that you can attract rather than having to chase new business. Many elite advisors who deploy the Four C’s are still underwhelmed with the quality and quantity of referrals they see. The reason is simple - while they have laid down a foundation for refer-ability, they still find themselves in the red-zone but not in the Promised Land. The last piece of the puzzle is to create awareness for the concept of referrals in their on-going Communication (the fifth C) with their clients and rain-makers. Just because you are referable due to your professional conduct, that doesn’t mean that it will occur to your clients that they should introduce a friend to you. You have to continually communicate your value to them so that they make the connection.

I see professional advisors cold-call perfect strangers rather than do a call rotation for existing clients. I see advisors do prospecting seminars rather than a client advisory council or client appreciation event, and I see advisors run advertising campaigns rather than network with existing strategic allies and other professional influencers. “Spray and pray” marketing strategies are flawed on so many levels. Why, then, do so many advisors still attempt them? The reason for this is simple; nurturing existing relationships and other tried and true strategies can be boring and rarely results in instant gratification. Too many advisors want to find the next “new idea”, something with some “sizzle”, and, as a result, are continually searching for and dabbling with concepts that ultimately have minimal impact. It’s not unlike investing. How many times have you seen someone try to hit a home-run with a high-risk investment opportunity rather than stick with a methodical long-term approach? It’s not just money that compounds. As I’ve said before, discipline compounds, too. You have to be patient and let your efforts gather momentum. Too many advisors get themselves into the proverbial “Red Zone” and, rather than stick to the plan and see it through, they self-sabotage by abandoning the fundamentals and trying something new. Neglect also compounds. If we neglect our existing relationships it’s only a matter of time before they’ll be lured away and we’ll have to throw our own Hail Mary. Don’t deviate from your process. Identify the most fundamentally sound and proven trust-building activities, stick with them and tune out all the other noise. It’s much more effective to strengthen and nurture existing relationships over the long haul, rather than perpetually trying to start new ones. The prospecting treadmill is draining and you are building a business that is chaotic and unfocused. Relationships are proprietary and are a big part of the equity that you are building in your business.

Making the Right Decisions Now if any of you lacks wisdom, he should ask God, who gives to all generously and without criticizing, and it will be given to him. James 1:5 HCSB Some decisions are easy to make because the consequences of those decisions are small. When the person behind the counter asks, “Want fries with that?” the necessary response requires little thought because the aftermath of that decision is relatively unimportant. Some decisions, on the other hand, are big … very big. If you’re facing one of those big decisions, here are some things you can do: 1. Gather as much information as you can: don’t expect to get all the facts—that’s impossible—but get as many facts as you can in a reasonable amount of time. (Proverbs 24:3-4) 2. Don’t be too impulsive: If you have time to make a decision, use that time to make a good decision. (Proverbs 19:2) 3. Rely on the advice of trusted friends and mentors. Proverbs 1:5 makes it clear: “A wise man will hear and increase learning, and a man of understanding will attain wise counsel” (NKJV). 4. Pray for guidance. When you seek it, He will give it. (Luke 11:9) 5. Trust the quiet inner voice of your conscience: Treat your conscience as you would a trusted advisor. (Luke 17:21) 6. When the time for action arrives, act. Procrastination is the enemy of progress; don’t let it defeat you. (James 1:22). People who can never quite seem to make up their minds usually make themselves miserable. So when in doubt, be decisive. It’s the decent way to live. There may be no trumpet sound or loud applause when we make a right decision, just a calm sense of resolution and peace. Gloria Gaither The Reference Point for the Christian is the Bible. All values, judgments, and attitudes must be gauged in relationship to this Reference Point. Ruth Bell Graham The principle of making no decision without prayer keeps me from rushing in and committing myself before I consult God. Elizabeth George If you are struggling to make some difficult decisions right now that aren’t specifically addressed in the Bible, don’t make a choice based on what’s right for someone else. You are the Lord’s and He will make sure you do what’s right. Lisa Whelchel We cannot be led by our emotions and still be led by the Holy Spirit, so we have to make a choice. Joyce Meyer

What does this season require of you? Unsure? Ask God. He is a wonderful advisor who always, always knows the Best Thing. He will help you sort it out. When you can’t trust your own discernment, you can certainly trust His. God has no agenda other than your highest good in His kingdom. There is no better leader through this minefield.

Although Palpatine had always presented himself as a cautious, unassuming politician, he made it known to all that he would do whatever was necessary to preserve the Republic. Despite his modest protests, the Senate demanded that he stay in office long after his term had expired. But as the Clone Wars escalated, even his most trusted advisors were surprised by his many amendments to the Republic Constitution, which extended his own political powers while limiting the freedom of others.

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To get your advice taken, the client must first believe and feel that you have taken the time to understand their unique situation.

The principle here is that the successful advisor assumes responsibility for the proper mutual understanding.

The theme of this book is that the key to professional success is not just technical mastery of one’s discipline (which is, of course, essential), but also the ability to work with clients in such a way as to earn their trust and gain their confidence.

People don’t care what you know until they know that you care.” It

a thing so?” to “Why did/didn’t you…?” In coaching, as in advisory, you strive for curiosity, not judgment. Curiosity is the door opener to and a sustainer of intimacy. I

I will answer your questions, directly and truthfully, even if it means losing a chance at your business.

Horseback riding accident,” Zeryth added. “It was horrible.” “Accident,” Sammerin repeated, dryly. Zeryth cocked an eyebrow, then put down his fork and continued. “Sesri placed a great deal of trust in the Orders. Tare, after all, was her most trusted advisor.” Zeryth gestured to the Valtain beside him, though Tare’s gaze remained dutifully lowered. “Obviously, Sesri had no heirs and likely would not for a very long time, considering her age. So, prior to her death she enacted a decree entrusting the Crown to the Arch Commandant as regent, in the event of her death. Thus…

Youssef Zohny began his journey in investment advising and wealth management as a quantitative analyst. From there, he gained expertise, skills, and grit relating to the industry that allows him to be the successful advisor he is today. He currently focuses on helping clients manage accounts and investments ranging from trust funds to family offices.

As easy as this distinction is to execute, virtually all untrained salespeople ignore it, simply because they’re unaware of how negatively it will impact their ability to get into rapport. Plain and simple, unless you ask for permission to ask questions, you run an extremely high risk of being perceived as the Grand Inquisitor–type, instead of a trusted advisor, and the Grand Inquisitor–type does not “care about you,” nor are they “just like you,” which are the two driving forces behind getting into rapport. However, the good news here is that all you have to do to avoid this outcome is remember always to ask for permission to ask questions. It’s as simple as that.

Our mothers knew what we would soon learn: The future Lady of Gwynyr would likely select her core advisors from the ranks of her childhood playmates. We understood even as children that the power and prestige of our respective lines rested in no small measure upon our competing abilities to inspire fondness and trust in our young Lady Ascendant.

Strange things are happening in the Celestial Kingdom: unexpected shifts in power, loyal and trusted advisors being sidelined. Change is on the horizon, and not for the better.

ADVISOR: (401 to 600 points) An advisor is one of the most strategic ranks in a gang. They are the brains of the Mafia and strategize plans to keep the crew strong and profitable. They are the mastermind behind Mafia. Advisor design action plans to reach goals. They prepare plans, so soldiers take calculated risks to achieve the gang's goals while maintaining secrecy. They are the most trusted and closest to the godfather. You are wise and calm like Advisors in a gang. Your friends and family ask you for advice. You are most likely book-smart and intelligent. You devise plans to achieve your goals. Appropriate careers for you can be as a teacher or a scientist. Although you are mostly not leading the group, you are a special person for the leader. You are primarily introverted and live in your mind a lot.

Quickbooks Proadvisor support +1-877-383-3611 Want to take your financial consulting practice to the next level, earn client trust, and easily connect with a vast pool of potential customers? Certification as a QuickBooks ProAdvisor brings you these and many more benefits. And the best part is, you can boost your business at no cost with just a few hours of your time. By joining the QuickBooks ProAdvisor program and completing a test, your ProAdvisor certification demonstrates your superior knowledge of the QuickBooks system. You will be prepared to provide both expert business and financial consulting. Certification as a QuickBooks ProAdvisor will improve your efficiency and increase the success of your practice. We’ll discuss these and more benefits in detail later in this article.

there is no real shortcut to gaining someone’s trust,

Trust and Advice are personal.

Quickbooks Proadvisor support +1-877-383-3611 Want to take your financial consulting practice to the next level, earn client trust, and easily connect with a vast pool of potential customers? Certification as a QuickBooks ProAdvisor brings you these and many more benefits. And the best part is, you can boost your business at no cost with just a few hours of your time. By joining the QuickBooks ProAdvisor program and completing a test, your ProAdvisor certification demonstrates your superior knowledge of the QuickBooks system. You will be prepared to provide both expert business and financial consulting. Certification as a QuickBooks ProAdvisor will improve your efficiency and increase the success of your practice. We’ll discuss these and more benefits in detail later in this article.

In 1906, by Reich’s account, Rockefeller’s trusted advisor, Frederick Gates, delivered him a warning: “Your fortune is rolling up, rolling up like an avalanche! You must keep up with it! You must distribute it faster than it grows! If you do not, it will crush you, and your children, and your children’s children!

Quickbooks ProAdvisor support +1-877-788-4840 Want to take your financial consulting practice to the next level, earn client trust, and easily connect with a vast pool of potential customers? Certification as a QuickBooks ProAdvisor brings you these and many more benefits. And the best part is, you can boost your business at no cost with just a few hours of your time. By joining the QuickBooks ProAdvisor program and completing a test, your ProAdvisor certification demonstrates your superior knowledge of the QuickBooks system. You will be prepared to provide both expert business and financial consulting. Certification as a QuickBooks ProAdvisor will improve your efficiency and increase the success of your practice. We’ll discuss these and more benefits in detail later in this article. QuickBooks makes their certification program easy by providing free training resources, such as self-guided modules, webinars, and even live course options. You do not need to be a bookkeeper or an accountant or have any specific education certificates or degrees. By investing just one or two hours a day, you can become a certified QuickBooks ProAdvisor in as little as two weeks.