Anatomy of a Verbal Business Card

Some tips to improve your Verbal Business Card

Your Verbal Business Card

By Bryan Daly


What do YOU do?

Your best opportunities for making connections with a new contact lie in letting the other person do more of the talking.

Verbal Business Card


Your Verbal Business Card: Do you have one prepared for?

1. The Elevator Speech

2. The 30-Second Commercial

3. “What do you do?”

4. The 3 or 5 Minute Presentation


The Elevator Speech

“What Do You Do?”

Introduce your business without coming on too strong.

Introduce yourself in a way that people will want to ask you for more information.

Keep it short!!!




• Think of verbs like teach, create, design, reorganize, manage, develop, establish, boost, generate. Use one of these verbs to describe what you do. It makes you more of an innovator and an expert in your profession.



Numbers hook attention.

• People love numbers…numbers sound like statistics, and statistics are real.

• Numbers carry remarkable credibility that descriptive words don’t.

• Numbers can generate a little anxiety.

• We judge ourselves by numbers all our lives. Age, weight, income — we’re all either on the right or the wrong side of 30.

• Numbers create urgency, and urgency prompts action.



• What kind of results do you produce.

• How many? In how much time? How often?

• These percentages are extremely useful to drop into the conversation.

• They make your results that much more believable.

For example, “I’ve developed five ways  to _____  within ___ months.”



• This is the most important part of the 30-second message.

• This is where you speak of the value you offer your clients.

• Tie that value to the deepest needs people have — more money, better relationships, or better health.

• Tell me your greatest success stories!



What is unique about YOU?

• What is your Unique Selling Proposition (USP)?

• Things you do well… better than anyone else.

When And How To Use A Memory Hook

The best memory hook is one that you can use in many contexts.

• It should work in a pure word-of-mouth setting, as when you are attending a meeting of a networking group.

• It should work on your business card, on your letterhead, your calendars, your giveaway pens (another reason to keep it short), even your print ads.

• Of course, networking opportunities are one of the most cost-effective forms of advertising.

• The problem is, that most people don’t know how to stand out in the crowd at these of events.

• memory hooks have a distinct edge over their competition..


Example: For a Pest Control Business

• Bugs…They can run but they ONLY Die Tired


Prepare, Practice, & Master

• It is critical to prepare PRACTICE and master a ‘verbal business card’ to create interest with your response.

• Remember, you have only 10-30 seconds to grab their attention

The 30-Second Commercial

Once someone has indicated some interest, give them a brief description of what you do and peak interest even more.




Anatomy of a 30 second presentation

Give examples of ways you have helped others- how and why it was valuable to them. Be as specific as possible

Answer the following:

  • Who are you looking for?
  • What kinds of referrals?- Be specific
  • What can you do for them?
  • …can do it in time or cost?
  • When do you do what you do?
  • Any Free services? consult?
  • Why should they come to you? Any outside credibility
  • How many years? of experience –
  • Where do you do what you do?
  • USE a “Did you know?” (gets attention)

People like to learn new things


Practice it, Practice it, Practice it.

Anatomy of a 30 second presentation

1.    Intro My name _______ and I’m with ______

2.    Memory Hook

Good hooks are memorable, descriptive and short.

Be creative.

Use words that paint pictures.

Help people to visualize what a good referral is for you

A good memory hook does not have to be funny but it helps


3.    The Body

Ideally, you should deliver a different from time to time.

Focus on one service, discuss the benefits rather than the service

Itself.  Also what is a   good referral for you.


4.    The summation.  In one or two short sentences, reiterate what you have just said, stating the reasons to act now!

5.    The Closing.  State one more time your name and the name of your company


Bryan Daly Profile NEW
Bryan Daly

How to BREAK THE ICE when Meeting New People


by Bryan Daly

Break the ice

A simple way to feel comfortable meeting new people.

Many times we are not sure how to open a conversation so we avoid one.

Have you ever felt awkward in social  situations, networking events? This is a great way to warm up to others.  This is a simple method that I have used for years and I have made many  new friends this way.

Start with a warm, firm, friendly greeting and a smile. Firm but never squeeze a handshake too hard. Make it about them not you. Treat them like a you would if they were a guest in your home.

We want to NETWORK not sell.

The difference is selling serves a relationship and networking builds a relationship.

Learn about others so you can help THEM -“Givers ALWAYS Gain.”

This works well in many social functions as well.

Think of the acronym FORM

“Always in good F.O.R.M.”




Message (what is important to them)


Do you live nearby? Do you have family in the area?

Are you originally from _____? How long have you lived here?

What do you like the most about ____?


How did you get started in the ____ business?

What do you like most about your profession?

What is the strangest or funniest thing you have seen?

What is a good referral for you?

Do you have a business card?

Recreation– Golf etc.

What do you like to do? Any hobbies Spare

Message- Say positive things about the group and brag about OTHERS


from Bob Burg (

1. How did you get started in the ____ business?

2. What do you enjoy most about what you do?

3. What separates your company from the competition?

4. What advice would you give someone just starting out in the ___ business?

5. What one thing would you do with your business if you knew you could not fail?

6. What significant changes have you seen in your business over the years?

7. What do you seen as the coming trends in the _____ business?

8. What was the funniest experience you have had in your business?

9. What ways have you found to be the most productive to promoting your business?

10. What one sentence would you like people to use in describing your business

Always a Great question

What is a good referral for you?

The dually-licensed advisor

It takes two: The dual-licensed advisor

Quick quiz: Name the two products about which financial advisors field the most unsolicited inquiries from investors.
Hint: One requires an insurance license to sell and the other, a securities license.

The products that prompt the most unsolicited inquiries, as reported by the Boston research firm Cerulli Associates in a 2013 study, are annuities, which require at least a state life insurance license to sell, and Roth IRAs, for which salespeople must have a securities lic.

The frequency with which advisors get unsolicited inquiries about both insurance products and securities provokes some unsolicited advice from Scottsdale, Ariz.-based wealth manager Anil Vazirani, LUTCF, IAR, QFA, to his advisor peers: If you don’t already have dual licenses to sell both insurance and securities, get them — pronto.

Having both “is not a luxury. I think it’s a necessity if you’re looking to stay in business and grow long term,” says Vazirani, president and CEO of Secured Financial Solutions, LLC, who owns a Series 65 securities license along with a state life and health insurance license.

Having the licenses required to recommend and sell both life insurance products and securities is in the best interests of client and advisor alike It will change how you serve your clients and it will change your business for the better.”

Dually licensing is something “every advisor needs to consider,” asserts Rosemary Caligiuri, president and founder of the Harvest Group Financial Services, a wealth management firm in Langhorne, Pa. “It’s about best serving the client and being able to address all their financial needs.

The additional income that dual licenses provide for the advisor is secondary.”
Secondary, perhaps, but difficult to ignore.

Registered advisors must put their clients’ best interests above their own, in pure financial terms.

The ROI (return on investment) associated with being dually licensed to sell both insurance and securities is potentially huge. Just ask Caligiuri, who became insurance licensed in 1989 and securities-licensed shortly thereafter, having quickly “tired of losing annuity sales to stock brokers who were talking my clients out of needed risk-management insurance products, like life insurance and annuities.

“In a nutshell,” says Caligiuri, who holds a securities license, “[being dually licensed] has rewarded my practice with local recognition, industry respect and a resulting income that I could never have imagined.”

Likewise, Vazirani estimates his firm’s income has doubled since he got his Series 65 in 2008. He and his business partner now manage an annuity portfolio of some $400 million (a large portion of which is tied to fixed-indexed contracts) across some 500 clients, he says, along with another $10 million in assets under management. “When I was an insurance-only advisor, I was just trying to push annuities, and I lost a lot of clients that way,” he recalls. “Now I don’t lose those assets.
Having both those licenses allows me to capture funds I would not have captured with just an insurance license.”

The bottom line and beyond

Being dually licensed pays off for advisors and their clients in tangible and intangible ways. Most importantly, says David Schlossberg, AIF, RFC, senior partner at Assured Concepts Group, Ltd., in East Dundee, Ill., it gives an advisor “that experience, that knowledge, to serve more people in an unbiased way. If I didn’t have one license or the other, I might feel the need to sell rather than consult. Now I feel more free to consult. The holistic, consultative approach adds value for the client. That’s added value that we get paid for, directly and indirectly. It’s an approach that helps add and retain clients, and it definitely helps close deals, too.”

As with Caligiuri and Vazirani, Schlossberg started as an advisor with only insurance licenses, but eventually realized having just those wasn’t going to be enough to meet the demands of his clients, and to fulfill his vision of building a multifaceted financial/retirement/estate planning practice with investment management expertise. “I had clients whom I’d built relationships with, business owners who trusted me, and when they started asking me questions related to their 401(k)s, I told them, ‘Let me see what it takes to get the licenses I need to help you with your investments,’ ” he recounts. “I promptly went through the process to get my securities licenses. It didn’t take long for me to fall in love with the securities side.”
Schlossberg has built a holistic-leaning planning practice with about 110 clients, close to half of which own some type of life insurance product, he estimates.

Besides the roughly $40 million in investment assets he manages personally for clients (the AUM for his practice approaches $75 million), Schlossberg also relies heavily on life insurance (particularly in estate planning and business succession contexts), long-term-care insurance and annuities. The ability to offer one-stop-shopping with a single advisor is something clients appreciate, he notes.

Versatility in demand
But convenience is only a small part of the service proposition an advisor who’s dually licensed to sell both insurance products and securities can deliver to clients and prospects. Earning and maintaining (through continuing education) dual licenses gives advisors the versatile skillset and product mix that clients today demand, observes Caligiuri. “The knowledge base we need to have is extensive. [Being dual-licensed for insurance and securities] demands that we know more, and since you know more, you can do more for a client. The competitive edge to help the client achieve their goals is huge.”

Nowadays, clients—and baby boomers in particular—are more sophisticated in their financial and insurance needs, and more diligent in researching ways to fill those needs, she says. “They search for advisors [who are licensed to handle both securities and insurance]. They want to know what my designations are, and they want to know somebody can handle all the issues they need addressed.”

Having those dual licenses on the wall gives an advisor more credibility in the eyes of clients and prospects, maintains Vazirani. “I think people take my recommendations more seriously now with a securities license. Having a Series 65 puts an advisor in a strong position to sit with a consumer and offer them complete, unbiased advice. They perceive your credibility and your service as stronger.”

As much as having a securities license has stoked the growth of his practice and his passion for investment management, Schlossberg says his insurance aptitude (he’s been insurance-licensed since 1980 and securities-licensed since the late 1990s) still proves invaluable. “Just telling people we can review their portfolio of insurance contracts adds value. Today lots of my clients are calling me for advice. If I weren’t able to help them with that, somebody else would be giving them advice, and I’m not going to know if that advice is good, bad or indifferent.”

For a securities-focused advisor, the ability to review client insurance portfolios is valuable—to the client, and potentially, to the advisor, as a competitive differentiator and a gateway to discuss commissioned products such as life insurance and fixed annuities.

Having dual licenses also protects advisors should new policies change the regulatory status of a bread-and-butter product, such as a fixed-indexed annuity, which someday could be deemed a security and thus require a securities license to sell, notes Vazirani.

Indeed, having built a modest insurance practice into a flourishing five-star wealth management firm with upward of 1,000 clients, $300 million in annuity contracts under management and $150 million in other assets under management, Caligiuri says all she and her practice have invested to secure and maintain dual licenses for insurance and securities has been “time and money well spent.”

“First and foremost, it is an investment for our clients. It’s also an investment in our expertise as advisors, and an investment in the expertise of our staff.”
From pure, bottom-line ROI potential to the intangibles of client service and competitive differentiation, it’s hard to argue against the wisdom of such as investment.

Increase Your Networking MOJO

Increase Your Networking MOJO


Networking is the key to success in business, says Keith Ferrazzi, business coach and author of Never Eat Alone, a book about the power of relationship building and networking. It helps you find jobs, recruit talent, win new customers and discover investors who’ll support your ideas.

Networking can be uncomfortable for many people. They sometimes view it as insincere at best, manipulative at worst. They avoid networking for a variety of reasons including lack of confidence, fear of rejection and a sense of unworthiness.

It is possible for shy people to master the skill of networking. In fact, I believe shy folks become the best networkers.  They just have to realize, that successful networking is all about building, sincere relationships based on mutual generosity, not duplicity, and that they can’t achieve their career goals on their own.

If you’re struggling to meet new people, here’s some common-sense advice for increasing your networking skills.

The Wisdom of Dale Carnegie in Five Bullet Points


Dale Carnegie literally wrote the book on networking in 1936. How to Win Friends and Influence People demystified the process of making friends out of strangers and inspired legions of business coaches to carry on Carnegie’s message. Peter Handal, the chairman, CEO and president of Dale Carnegie & Associates, shares some of Carnegie’s rules for meeting new people.

  • Smile: “This is such a simple, basic rule, yet people just don’t think about it,” says Handal. They’re so focused on needing to network at a conference that they don’t realize they’re walking around with a scowl on their face. Scowling, serious, expressions are forbidding, says Handal. People are more likely to warm up to someone who says good morning with a broad smile than they are to someone with a dour countenance.
  • Ask a question: Joining a group engaged in conversation can be awkward. The best way to do so is to pose a question to the group after getting the gist of the conversation, says Handal. “You build your credibility by asking a question, and for a shy person, that’s a much easier way to engage than by barging in with an opinion,” he says.
  • Listen: One of the most profound points Carnegie made in How to Win Friends was that people love to talk about themselves. If you can get people to discuss their experiences and opinions—and listen with sincere interest—you can have a great conversation with someone without having to say much at all.
  • Business cards: Always have them handy, says Handal. “They’re an effective way for you to leave your name behind so that people remember who you are.”
  • Say the person’s name: “People like to hear their own name,” says Handal, pointing to another one of Carnegie’s basic principles—that a person’s name is the sweetest sound to that person. So when you meet someone, use his name in conversation. Doing so makes the other person feel more comfortable, like you really know him and he knows you.

Be Yourself

Many shy professionals think they have to act like an extrovert in networking situations. While you do have to make an effort to be more outgoing than normal, you shouldn’t be artificial.

“You don’t have to be the schmoozer,” says Never Eat Alone‘s Ferrazzi. The problem with the schmoozer’s approach to networking is that he doesn’t have the right intent: He’s not interested in helping other people—only himself, says Ferrazzi.

Ask for Introductions

Shy people attending events and conferences tend to find one person with whom they spend all their time for the duration of the event.

Although settling in with one person may be more comfortable than introducing himself to lots of new people, it defeats the purpose of networking.

Ask your new friend if they know anyone else and if the friend could make some introductions on his behalf. “That’s a nice soft way for people to meet others,”.

Be Generous

Sometimes people have trouble networking because they don’t think they have anything significant, such as a job or a contact, to give back to someone who helped them.

Although networking works best when you do have something to offer, what you offer doesn’t have to be a job. Sincere interest in the other person—even flattery—is a form of generosity and goes a long way when you’re networking.

“Be authentic, share your passions and help other people feel good about themselves or be successful—that’s all you have to do to network,” he says.

Be Prepared

If you’re afraid you’ll freeze up or get tongue-tied in a social setting, prepare yourself in advance. Practice your ice-breaker questions (See How To Break The Ice posting on this Blog.

Always have your personal speech, verbal business card, ready.  (See Your Verbal Business Card posting on this blog)

Your delivery has to be attention grabbing to overcome interruptions and compensate for a lack of privacy,” she says.

Follow Up

Sharing information—whether a website, article, report or phone number—with new contacts builds your credibility.  So if you promised to e-mail a report to someone you met on the plane, make sure you do that.

“When you do what you’ve said you were going to do, it gives the other person the impression that you keep your word,” she says. If you don’t, you’re just another schmoozer.

Get Over Your Fear of Rejection

In the course of networking, you’ll encounter people who can’t or don’t want to help you . That’s life. Don’t take it personally and don’t dwell on it. It’s all part of the process.

Take Risks

When you overcome your fear of rejection, it’ll be easier to strike up conversations with strangers.

The person sitting next to you at a banquet or on an airplane may be feeling as uncomfortable as you are and will appreciate you breaking the ice.  They just might be a fabulous contact for you or know the right person for you to talk to.  You just won’t know until you try.


Don’t just be in sales; be on a mission.

Don’t just be in sales; be on a mission.

Be so convicted in what you do that you have no choice to tell everyone you know about it.

Don’t just be closing deals; be changing lives.

Don’t just be pushing products; be transforming customers.

Don’t just be selling; be serving

What is our deepest fear?

What is your deepest fear

“Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure.
It is our light, not our darkness, that most frightens us.
Your playing small does not serve the world.
There is nothing enlightened about shrinking so that other people won’t feel insecure around you.
We are all meant to shine as children do. It’s not just in some of us; it is in everyone. And as we let our own lights shine, we unconsciously give other people permission to do the same.
As we are liberated from our own fear, our presence automatically liberates others.

Marianne Williamson
Author, Lecturer