Professional speaker Patrick Leroux hosted the Sales Summit held in Montreal on Nov. 13, 2024, as part of the 27th Congrès de l’assurance de personnes (Life insurance Convention).
Over three sessions, Leroux showcased 12 standout speakers. In the first session, he invited five of them to share how strategic planning helped them elevate their businesses to new heights.
During the second session, Leroux introduced four speakers who demonstrated how empathy and attentive listening increased their success.
How to find your place
After studying engineering and a stint in the banking sector, Brian Robertson became Vice-President of Robertson Financial Partners in 2022, as part of the succession plan for the company founded by his father more than 50 years ago. “The first big challenge I faced was retaining client loyalty,” says Robertson. To tackle it, he held numerous meetings alongside his father to show clients that he was joining the team rather than replacing his father. He gained their trust, one meeting at a time. Clients were won over by his attentive listening and empathy.
Succession is an opportunity to honour what has been built while creating something new — Brian Robertson
Another challenge for Robertson was modernizing the business to attract a new generation of clients. He implemented a customer relationship management (CRM) software program to boost growth. For him, succession isn’t just about a change in leadership; it’s a transformation. “Succession is an opportunity to honour what has been built while creating something new,” he adds.
Robertson has advice for those planning a succession: “Make trust your foundation; communicate; commit and remember that change only succeeds if you respect the past while preparing for the future,” he concludes.
Shaking things up to make the sale
Your client wants to hear the truth about what your offer brings to them and their business — Richard Benoît
With 35 years of experience, Richard Benoît believes that the right questions are sometimes the ones that unsettle clients and make them think—for their benefit. It’s essential to listen and listen some more, then “demonstrate beyond any doubt that we have the solution for their future,” emphasizes the owner of Gestion Phocus.
“Stay silent; don’t answer on their behalf. Always ask them what they think. Show your values and convictions. Your client wants to hear the truth about what your offer brings to them and their business,” he says.
Once the client’s body language indicates they’ve understood the offer, Benoît asks, “Do you prefer to pay annually or monthly?” If the client hesitates, he suggests, “Let the insurer do the thinking for you,” or, “Start the process and let your health decide.” As a last resort, Benoît explains that if the insurer changes their offer, the application will need to be redone or the client will be reimbursed.
“Stay calm and present in the moment. Be concise: three options for a proposal are enough. Maintain the same messaging and beliefs over time. Stick to what’s concrete and solid: you know what’s right for the client,” says Benoît.
How to obtain business documents
Gather as much information as possible about the client’s business without asking for documents — Jean-Sébastien Jutras
Financial planner Jean-Sébastien Jutras, president of Jutras Gestion de patrimoine and L’Astuce formations, shared his method for obtaining the documents needed to optimize his proposed solution. The first meeting, he says, should be used to prepare for the next one.
“Gather as much information as possible about the client’s business without asking for documents,” recommends Jutras. Questions like, “What are your profits, and what do you do with your surpluses?” will help you better understand the company’s finances.
If the client mentions their investments, you can say at the next meeting, “I’ll show you a tax-efficiently structured portfolio, and I’ll also explain how to manage your refundable dividend tax on hand (RDTOH).” If they bring up real estate assets, you could respond, “I’ll show you the long-term tax implications of holding properties within your holding company.”
Finally, if the client answers “no” to the question, “Would your business continue to operate if you became ill?” you can follow up with, “I’ll show you how to manage that risk.” This is an opportunity to propose critical illness insurance and discuss shared ownership policies (between shareholders and the company), Jutras suggests, particularly if the client’s surplus funds flow into their holding company. According to Jutras, the rest of the necessary documents will follow naturally.
“When you demonstrate the value of your advice, you’re in a position to request tax returns, financial statements, investment statements, organizational charts, and so on,” he explains.
Asking the tough questions
Clients don’t expect it, but the question gets them reflecting – Tony Guzzo
Tony Guzzo, president of Expertiz Gestion de patrimoine, admits that he asks his clients uncomfortable questions. He discovered the power of this approach years ago through Dan Sullivan’s Strategic Coach program.
When meeting an entrepreneur for the first time, Guzzo doesn’t start the conversation by talking about insurance or investments. Instead, he asks about their concerns right away: “Are there any current threats to your business?” According to Guzzo, opening up this way—something entrepreneurs rarely have the chance to do—creates strong connections.
Next, he asks, “What opportunities do you see, and with whom are you evaluating them? Who supports your decisions to acquire or sell?” These conversations lead far beyond discussions about asset allocation, estate taxes, or wealth transfer, Guzzo points out. Entrepreneurs often tell him that they’ve never discussed such matters with anyone else.
“What strengths are you not fully capitalizing on?” is another question that catches clients off guard and makes them think. “Clients don’t expect it, but the question gets them reflecting,” Guzzo adds.
