Giving advice for a living could mean a wide range of things.
For you, it could mean coaching, consulting, mentorship. For others, it could apply to a wide range of other professional contexts, such as medicine, therapy, legal, or financial advice.
For the sake of clarity, I’m primarily defining advisory work as selling access to your brain.
This includes access to what and who you know, as well as any supporting assets you own, like training, examples, and templates you’ve created.
Advisory work is distinct from consulting, which often gets grouped with “hands work”. That’s a different thing.
Being a smart set of hands who advises while doing the work is closer to traditional definitions of consulting than advisory work. And there’s nothing wrong with that, I’m just trying to draw a distinction to give context to what follows.
Over the next few days, I’m going to walk you through essential ingredients of my Advisor Operating System to highlight why they’re so important to an advisory business model.
We’ll talk about the importance of things like onboarding new clients, keeping good notes, bringing a documented methodology to each engagement, co-creating a performance dashboard, and a wide range of other ingredients that will make you more successful as an advisor.
Nothing you need to do right now, just stay tuned as I go into detail on some of the ingredients you’ll want to create (or copy) as you embark on your advisory work.