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Business owners are a rare breed. In founding their businesses, they buck the trend of working for someone. They think differently, act differently, and succeed differently from most people. This means that when it comes to planning for a successful future, they also plan differently. They typically don’t want off-the-shelf advice that every other advisor offers them. They want advisors who are different like them, and who can present creative and tailored ideas that speak directly to their needs. Being different can be a competitive advantage for advisors, but what are some of the ways they can successfully differentiate themselves? That’s the topic we’ll be looking at today. Identify the pain on the owner’s terms Business owners can be proud people. After all, many of them either built their businesses from the ground up or are continuing a legacy that’s close to their hearts. Because they’ve often shouldered the burden of being everything to everyone, many owners either cannot or will not admit when they have problems that might be bigger than them. Sometimes, owners deny the problems they have. Advisors must be able to identify an owner’s unique pain on the owner’s terms. Sometimes, advisors can identify an owner’s pain based on their expertise and objectiveness. But a trap that advisors sometimes fall into is telling the owner what their problem is. Rarely do owners want to be told what to do about something, especially something as important to them as their businesses. It’s often not in their nature to take orders, even from other experts. This is an opportunity for advisors to show how they differentiate themselves. Rather than telling owners what their problem is, advisors should invite owners to tell them what their problem is. The best way to do this is to know which questions to ask, know how to vividly show owners their pain points, and then offer a solution to the problem. For example, an advisor may know that an owner wants to retire in five years and sell the business to liquidate the nest egg, but that the business isn’t worth enough to support the owner’s lifestyle. Instead of telling the owner, “You can’t really do what you want,” the advisor might ask, “How much do you expect to get from your business, and how did you come to that number?” These kinds of questions prompt owners to think deeply about their assumptions. It also leads them to the answers advisors already know. The key is that the business owner comes to the conclusion and chooses to act, rather than being pressured to act by an outside force. This can differentiate the advisor and makes the advisor more amenable to the business owner. BEI is the foremost expert at showing advisors how to identify an owner’s pain points on the owner’s terms, which is a great way to differentiate themselves. We provide questions and materials that let advisors drill into what keeps owners awake at night. Our tools and strategies lay out the best ways for advisors to lead business owners to important conclusions about their futures without telling those owners what to do. These skills are great ways for advisors to show owners how they’re different in the best way possible, leading to deeper conversations and relationships. Vividly show owners their pain points and then offer solutions The questions that advisors ask allow them to gather the information they need to vividly show owners their pain points. It’s one thing to talk about pain points, only to let them escape into the ether once the advisor and owner conclude the consultation. It’s another to show owners where their pain lies and then offer to solve that pain. Again, the key for advisors is to lead owners to the conclusion, not force the conclusion upon them. BEI offers advisors assessments that show owners their pain in vivid detail based on what the owner tells the advisor. This flips the script for most owners: They aren’t having a solution offered for a problem they may not think they have. Instead, they get to see what they themselves have said concerns them about their futures. Once owners see their pain in a place other than inside their own brain, the first question they often ask is, “Well, how can I fix that?” This is where it’s the advisor’s time to shine, especially when they can access BEI tools and strategies. Advisors can offer the tailored solutions owners want at the owner’s request through BEI’s planning software. For problems outside of the advisor’s expertise, BEI gives advisors access to experts from other fields who can solve the problem and build referral networks in the process. Stay in front of them with useful content Sometimes, getting advice can feel transactional to business owners. Advisors who can stay in front of owners with useful and relevant content deepen their relationships with those owners and differentiate themselves in the process. But advisors tend to get busy, and hiring a dedicated marketing team can be too costly or simply the wrong fit. How can advisors stay in front of owners under these confines? I talked with a client business owner yesterday who contacted my partner in charge of the account. He told me one of the reasons he’s decided to start planning is from reading [BEI’s] newsletters! Takeaways Successful business owners want tailored solutions because each situation is unique. Advisors must know how to identify the owner’s pain on their terms to offer different solutions, which can differentiate them in turn. Once they’ve identified the pain, advisors must know how to show owners their pain, offer/find solutions, and stay in front of those owners to ease the pain. BEI has tools and strategies that make advisors stand out to business owners. Aliquam scelerisque pretium erat, posuere hendrerit est laoreet quis. Aliquam nec pretium nisi. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Quisque tristique purus scelerisque tempus posuere. Integer sed rutrum magna. Vestibulum vitae lobortis nisl. In aliquet nisi

Collaborative expertise can lead to a remarkable increase in business value. In today’s evolving business world, the synergy of collective knowledge isn’t just beneficial – it’s essential.

This compilation of the top BEI webinars in 2023 dives into a diverse array of subjects that have shaped the industry and sparked planning conversations.

In the dynamic landscape of business, the art of Exit Planning emerges as a pivotal skill for entrepreneurs and advisors alike. At the heart of this strategic endeavor lies the power of goal setting, a tool that transcends mere planning and becomes a compass for navigating the uncertain waters of business transitions.  In our experience assisting business professionals and their clients in sculpting their exit strategies, we’ve identified goal setting as the cornerstone of a successful journey. This post aims to explore the profound impact of clear, actionable goals from the perspectives of both business owners and advisors, highlighting its crucial role in charting the course to Exit Planning success. The Importance of Setting Goals for Business Owners Setting goals is an integral part of the Exit Planning Process, serving as more than just a task list. Talking with owners about their goals and objectives has stood as the first step in the Exit Planning framework that BEI has been using since its inception. It’s a strategic maneuver, critical for business owners embarking on this journey. Establishing Targets: Defining personal, family, and business success criteria helps business owners understand the ‘why’ behind their exit, illuminating the ‘how.’ This clarity propels owners on a path filled with purpose and direction. For instance, a business owner aiming to secure a comfortable retirement or to ensure the business’s legacy continues under new leadership will require the use of different strategies and approaches. Road Map Creation: A well-defined goal acts as a beacon, guiding business owners through the complexities of Exit Planning. It transforms anxiety into actionable steps, laying out a systematic approach to reach defined objectives. For example, a roadmap might include milestones such as identifying potential buyers, optimizing business value, or developing a succession plan. Tracking Progress: Goals offer a tangible measure of progress. They help owners gauge where they stand in their exit journey, offering motivation during prosperous times and a re-focus during challenging phases. This could involve regular assessments of business valuation or progress in key areas such as customer diversification or operational improvements. Resolving Conflicts: Planning for an exit can introduce a variety of conflicts, from family dynamics to differing visions among business partners. Early identification and resolution of these conflicts significantly enhance the likelihood of a harmonious and successful exit. Enhanced Decision Making: When business owners set clear goals, they are better equipped to make informed decisions. This becomes particularly important in evaluating offers for their business. A clear understanding of their goals allows them to assess whether a potential deal aligns with their objectives, beyond just the financial aspects. Preparation for Unforeseen Circumstances: The business world is full of uncertainties. Effective goal setting helps owners prepare for unforeseen circumstances, such as market downturns, changes in industry regulations, or unexpected personal events. By having a well-structured Exit Plan, owners can adapt to these changes without losing sight of their end goals. The Advantages for Advisors in Goal Setting Advisors play an integral role in the Exit Planning Process, acting as both strategists and facilitators.  Advisor’s Role: Advisors help shape the Exit Plan to align with the owner’s aspirations, acting as a sounding board and providing strategic insights. Their involvement is instrumental in crafting a tailored exit strategy, ensuring that it resonates with the owner’s personal and business goals. Building Relationships: Through the goal-setting process, advisors forge deeper relationships with their clients. This evolution from transactional interactions to trusted partnerships is vital, as advisors become indispensable in guiding their clients through the intricacies of Exit Planning. Team Coordination: Advisors often lead a team of professionals – including CPAs, lawyers, and estate planners – each playing a crucial role in the exit strategy. This coordination fosters trust and cements the advisor’s position as a central figure in the process. Creating a Comprehensive Approach: Advisors, by understanding the goals of the business owner, can create a comprehensive Exit Plan that addresses all aspects of the transition, including financial, legal, and emotional considerations. This holistic approach ensures that no critical element is overlooked. Anticipating Challenges and Opportunities: Advisors can use the goal-setting framework to anticipate potential challenges and identify opportunities. For example, understanding the business owner’s timeline for exit can help in strategizing for market conditions or tax implications. Practical Insights from Surveys and Research Our most recent survey of business owners revealed a critical insight: while the majority have exit goals, only a fraction have translated these into actionable plans. This gap underscores the need for precise, concrete goals.  Empirical Evidence of Goal Setting Benefits: Further research into goal setting in business contexts demonstrates that businesses with clearly defined goals show better performance metrics, such as revenue growth and market share expansion, compared to those without clear goals. Incorporating Flexibility in Goals: While the importance of setting clear, concrete goals is undeniable, it’s equally important to build flexibility into these goals. The business environment is constantly evolving, and goals need to be adaptable to changing circumstances. Types of Goals in Exit Planning Exit Planning is diverse, encompassing various goals tailored to individual needs. Foundational Goals: The primary goal is often securing financial independence. This serves as the financial bedrock for other aspirations, ensuring a stable transition post-exit. Universal Goals: These revolve around key questions like ‘how much,’ ‘when,’ and ‘to whom.’ Addressing financial needs, timing, and successor planning, these elements are fundamental to any exit strategy. Values-Based Goals: Values-based goals align the exit strategy with the owner’s ethos and legacy aspirations. These goals add a personal dimension to Exit Planning. Expanding on Values-Based Goals: Values-based goals often include maintaining company culture, ensuring employee welfare, and contributing to the community. These goals reflect the deeper intentions of the business owner and can significantly influence the choice of successor or the method of exit. Balancing Short-Term and Long-Term Goals: A successful exit strategy involves balancing short-term objectives with long-term aspirations. While immediate goals may focus on increasing business valuation or streamlining operations, long-term goals could involve maintaining a legacy or ensuring ongoing

Space Monkey Partners has worked Exit Planning Advisors to find marketing strategies for engaging and converting owners looking for Exit Planning services.

ESOPs offer a unique path for business owners to transition out of their companies while providing employees with a stake in the business’s success.

Kelly Finnell, President of Executive Financial Services, shares how ESOPs exemplify compassionate capitalism and benefit business onwers and advisors alike.