I’ve just received an email from a prospective client. After going over it several times I can’t make head or tail of it. It’s not just that it is one long series of sentences. Or that it is full of complaints about a crooked ex-partner who stole all his money. It’s just that it still doesn’t throw light on his true situation or what he wants me to do.
It strikes me that lawyers and accountants must bill huge sums for the time taken to truly understand their clients’ predicaments. Much of this time can be cut, if the business person is clear and concise. In our business we get paid for results – not for activities. And so it is especially appreciated if we are given the facts that we need in as palatable form as possible.
It’s effective to be able to write something down, because it can clarify your thoughts. I had asked the business owner to articulate how he would like to see his business in twelve months and to list the barriers he perceives in getting there.
I had asked for basic targets for gross revenue and debt settlement. With that, we can get cracking with plans for results.
In this case I got neither. And it’s understandable, when you are in the vortex of a business crisis that seems to be pulling you under. I know the feeling. I’ve been there and done that.
My point is, though, that you have to be able to think rationally to surmount business troubles. And you have to explain your needs and aspirations as logically as possible to those standing ready to help you. Just give us the facts. And we need the whole story, not just part of it.
In my experience, the most resilient business people are those that can take stock and at least present their crisis situation and goals in logical terms.
One we know what’s needed, we can go to bat. Whether we have to settle debt or increase revenues, we have to communicate effectively with others. But we can’t do that if we don’t get clear messages from our client at the outset.