Think for a moment: when is the last time you looked for a weakness within your work or business structure and actively took steps to improve and strengthen it?

For many, focusing on areas perceived to be areas of weakness can be uncomfortable, but ignoring them can hold you back. If you’re not seeing the results you’d like to, I invite you to consider brushing up in some main areas: time management, effectively delegating, and communicating your value.

To help you start the process, I’ve put together a “round up” of my top pointers for optimizing your efforts in theses areas, which will ultimately improve your results.

Time management:

Is Your Time Management System Working for You?

10 Steps to Achieving Your Goals (may not be what you think!)

How to Make Time for You and Benefit Your Business

Delegation:

How to Start Delegating More Effectively

Showing Appreciation to Those Who Support Our Success

Communicating Your Value:

Do You Confidently Communicate the Value You Bring to the Table?

Are you Fully Aware of the Expanded Value you Provide Your Clients?

How to Have More Effective Prospect Conversations (including a template!)

Improving weak areas takes dedicated time and consistent effort, but the results will be worth it! If you feel you would benefit from additional support or coaching in these areas, I would love to speak with you. Email me today: susan@susandanzig.com

Do you work 7 days a week? Do you feel compelled to answer client communications 24/7? Do you feel like there’s too much on your plate to actually take a vacation?

I have had quite a few clients who, when we first began working together, never took time for vacations. This pattern can lead to lower energy, less enthusiasm, and ultimately, to burnout  (never a good look when you’re trying to project your best self to clients and prospects!).

To give you an example, I had a client who, when we first began working together, worked 7 days a week. One of our first steps for her was to set boundaries between her personal and professional lives. She was able to begin leaving the office at a reasonable time to enjoy dinner, and was able to begin taking weekends off consistently, and even vacations. As a result of taking better care of herself and having better balance between her personal and professional lives, her business grew and she saw even greater revenue!

Are you wondering how that could happen for you? As people begin to take better care of themselves, to train their teams to support their boundaries, and re-establish appropriate boundaries with clients, they often grow much happier (no surprise there, right?). They’re taking better care of themselves, are happier, and as a result, enjoy their work more. Plus having adequate time off means that focus and productivity can rejuvenate and it’s possible to maintain a higher quality of work over the long haul.

When we’re happy and taking care of ourselves, everyone around us can tell. If you want to show your clients that you can support them in having the wonderful life they desire, you’ll be a more attractive advisor by modeling positive qualities. Plus you will set a positive example for other team members and create an upbeat environment that breeds more success.

On the other hand, without adequate rest and time off, our productivity and quality of work suffer (not to mention our physical and mental health!). This is not new information, but in our culture where work stress, little sleep, and long days are often badges of honor, trying to make these changes can at first feel like you’re swimming against the current.

Ready to take some personal time out? Here’s how to get started:

Step 1: Think through how much time you’d like to take, and how often you need a break to be refreshed and revived? How long do those breaks need to be? As an example, you might decide you’d like to have at least a long weekend per month, and/or a week off per quarter.

When you carve out specific time for a vacation, make sure to also think about how much time before and after the break you’ll need to catch up on phone calls, email, and to focus for the week ahead to transition back to work mode. We all want to squeeze as much fun and relaxation out of time away, but that cushion time is crucial so that we foster a smooth transition back into work mode and preserve the benefits from taking time out in the first place.

Step 2: Look at what needs to change in your business model (if anything) other than setting up your calendar to enable the time off that you want. In order to succeed, client education and training around boundaries has to happen first. Your clients won’t automatically know what the boundaries are, and will follow the example you set — for example if you tell them you’re available 24/7 they will reach out to you 24/7.

If that expectation has been set previously, the next step would be to begin setting new expectations, such as receiving responses only during business hours (client emergencies excepted, of course). If you let them know that your office hours are 8:30am-5:30pm and that they can get questions answered during those hours, they’ll get trained to expect responses only during those hours.

This is a wonderful opportunity to think through your client services policies and to decide if they reflect and support the work/life balance you and your team desire. And whether you’re new in your practice or will be onboarding new clients in the near future, remember that it’s much easier to educate people from the start!

Step 3: Educate your team so that they can set you up to win. This is an important step for your team to ensure that you can fully relax and unplug while you’re away knowing that everything will be taken care of in your absence. (For support with delegating effectively, I invite you to read this previous post).

Final step: If you’re flying somewhere for a vacation, BUY THE TICKET! Commit to the lifestyle that you want.Make reservations in advance, and pay up front to support your commitment. When I have a trip on the calendar and I’ve paid for it up front, that action motivates and excites me, even if it’s 6 months down the line.

To help you set up boundaries and better work life balance, reach out to me today: susan@susandanzig.com

In my previous blog post, I outlined an initial set of core points to focus on when you’re ready to take your game to the next level: branding, networking, and follow through.

Once you have these down and are ready to further refine your game, the next set of core points to focus on are: referral sources, client events, speaking engagements, and social media.

1/ The keys to excelling with referral sources is effectively communicating your brand, the value you deliver, how you stand out from your competition, and sharing your vision for growth in your business. Asking existing clients and professional referral sources for referrals who might be a fit for your practice and following up with those people is of course the most important, and last, step! Oftentimes advisors don’t realize the steps they’re missing in this process and simply hope that their current clients and professional referral sources will send them referrals. (And then they’re left scratching their heads when they don’t receive referrals out of nowhere!)

Whether you’re just starting out and have just a few ideal clients or are a seasoned professional and you have 150 ideal clients, it is critical to include all of the critical components of the conversation that will support receiving the referrals you want. For tips on a vibrant referral attraction process, read this blog.

Keep your brand in mind as you’re building relationships with other professionals who work with your ideal clients. Professional referral sources can be a wonderful way to support your practice’s growth, but you have to make sure that the referrals you’re getting (and the time you’ve invested in order to receive those referrals) are in line with your overall goals and business plan.

In my previous post, I recommended not wasting time networking in the wrong pond. The same principle applies to professional referral sources. Don’t network with people outside your ideal client profile, and don’t waste your time with professional referral sources who don’t work with your ideal clients, either. An easy way to build your professional referral network is to ask your top clients who their CPA, estate planning attorney, business broker, etc is and to start there. Since you have a client in common, they’ll be more inclined to schedule a meeting with you.

2/ The key to excelling at client events is simple: create an event that attracts people, follow up on the interest it generates, and repeat!

One of my clients has a wine tasting annually, and with a bit of creativity, she has created a fabulous annual event. Last year she dedicated certain rooms in her office to match different countries where the wine was from. She’s had wine tasting for several years now and the turnout continues to grow each year. The first year she threw it, there was a relatively low turnout, though last year she had over 60 people show up!

Even if the first event you throw doesn’t go as well as you hoped, don’t give up! It’s important to be consistent and to continue the effort to build your community. As interest grows and more people are aware of your events and you learn to communicate the event with enthusiasm, your event turnout will grow as well.

3/ The key to excelling at speaking engagementsis again, to focus your energy on the “right pond.” Look for opportunities to speak at professional associations where your ideal clients spend time and attend events.

In this day and age, webinars can be a great way to get in front of potential clients with less investment than an in-person speaking engagement. You can create your own webinar around a signature topic, or connect with a strategic partner and co-create a webinar that combines both of your expertise. Plus, partnering up with a strategic partner can help you “fill the room.” Another great opportunity these days is to be featured on a podcast with a strategic partner.

4/ The key to excelling at social mediais being extremely clear about your brand and your audience (and taking into account what they’ll be interested in), taking consistent action, and staying organized to leverage and measure your efforts against the specific goals you had set. If it’s completely out of your wheelhouse and you’d like to add it to your marketing plan, I’d recommend bringing in someone to manage it for you. (Many of my clients prefer this route to maximize their time spent on higher level activities.) You can read more on what to avoid with your social media program here.

At this point, you may be wondering what step to take next in order to take action on these items. If you have the bandwidth or you have a team that can support you, you can of course pursue all of them at once, though many advisors with their own practices simply don’t have time (or often, the interest).

Here are the different paths you can take to implement these recommendations:

• Break them up and take action over a long period of time as your schedule allows
• Once you’ve created a strategic plan (for, say, client events or social media), you could outsource implementation of certain projects to someone on your team
• Receive support, guidance, accountability, and structure from an expert business development coach like me to help you efficiently and strategically take the right action to excel at your own game.

Are you inspired by the idea of enhancing your game but overwhelmed and unsure about where to begin? I would love to speak with you about how I can help you take the next step with your business and achieve the success you truly want. Reach out to me today: susan@susandanzig.com

When I first started my own business development coaching practice, I started with a broad target market. My next step was to narrow my target market down a bit to focus on business leaders and entrepreneurs. My final iteration was to narrow my niche down to financial services professionals. This process was huge for me, and I would like to share with you how to take the principals I used and apply them to your own business to help you excel at your own game.

Like me, most people start out in the general branding, general networking, general everything mode. Over time they learn what (and who) they want to focus on, and narrow their niche until their focus is on their ideal client, without wasting energy on attracting prospects who do not fit that profile.

Want to fast track the process of taking your own game to the next level? The first set of core points I will focus on are: branding, networking, and follow through.

1/ The key to excelling at your branding is to be clear, confident, and consistent about your specialization. Say your ideal client is women business owners; that would mean you would ideally only market to, network with, and meet with prospects who fit this profile. Many financial services professionals who are not yet confident and consistent in their strategy (and expected results from that strategy) often stray outside their ideal client profile with their marketing efforts.

Some people are confused by this advice and worry about narrowing their niche too much. They may push back with that mantra that “all business is good business.” While that can be true at the very beginning of your business when you’re looking to generate any kind of revenue to support yourself while you’re getting up to speed, it can get more complicated as you advance in your practice and strategy. If someone outside your target market is attracted to working with you, you can feel free to meet with them to determine if working together is a fit and won’t take you off course with your business model. It’s important to stay true to your focus throughout your branding and marketing strategy, such as accepting speaking engagements that get you in front of your target audience (and declining those that aren’t in alignment). If you’re ready to truly excel at your own game, you must maintain focus in your branding and marketing.

2/ The key to excelling at networking is relatively simple: spend time in the pond where you most want to catch a fish. Say you want to target executives, then you would only want to network at events designed for executives and not attend others outside this area of focus. This will considerably free up your time to focus on what you can do to get yourself in front of solely your ideal client. This is as much about being in front of the right people as not being in front of others who aren’t a good fit. Spend your networking time with those you want to serve, and not people who are outside your target market. I invite you to ask yourself: how much of your networking time are you spending in front of your target market, and how much is spent in front of other people who don’t fit that profile? Now is the time to optimize your strategy for success!

3/ The key to excelling at follow through is to take the lead in following up with prospects — immediately. Don’t assume that if someone says they’ll call you that they will. Regardless of whether or not someone said they would call you, I recommend getting their business card and information and that you take the lead to reach out to engage initially. To be honest, if I had waited for everyone to call me who said they would call me, I’d be out of business!Everyone you meet is busy and may or may not remember to reach out, regardless of how interested they initially indicated. (Many people have a limiting belief about taking the lead to follow up that they will look desperate or that it’s not good business practice, though it’s actually the opposite.) It’s crucial that you take the lead with your ideal client and prospects if you want to take your game up to the next level.

Does the idea of sharpening the saw and improving your game resonate with you? If so, I would love to speak with you. I invite you to reach out to me today: susan@susandanzig.com

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In prospect conversations as well as conversations with professional referral sources, many financial services professionals focus on all they have to offer to their potential clients. The flip side of knowing your full, expanded value, however — knowing what your ideal client stands to lose by not hiring you — can be just as important. This will be extremely helpful for any prospect conversations, and I’ll walk you through several questions to guide the process (get a refresher on how to have a more effective prospect conversation here).

During this conversation, it should be your goal to learn what they need to live the life they want, whatever it includes. The answers to each of the questions below depend on the individual, and it is up to you to tease out an ideal client’s goals (and the flipside of not achieving them) during a potential sales conversation.

#1: What is the financial impact to your ideal client of not engaging your services?

One reason many people look to a financial advisor for support is for clarity on their entire financial situation and future. They often want guidance with services like a financial plan, a retirement plan, a 529 plan, etc. If they don’t move forward with you, there’s a good likelihood they won’t move forward with clarity around how to achieve these goals.

#2: What is the impact on their health and wellbeing if they do not hire you?

If they do not hire you and do not put their financial plan in place, your ideal client will not achieve a sense of relief or feel clear and confident that they are on their desired path. The impact to their health and wellbeing could be enhanced levels of stress and worry over their financial future.

#3: How might your ideal clients’ relationships be negatively affected by not hiring you?

This question might be answered in a variety of ways. A potential ideal client who does not hire you may need to retire later than they might otherwise, take fewer vacations, not buy a vacation house, or be contributing enough to their 529 plan because they lack a certain level of financial security they would like. Feeling a sense of stress over these factors could lead to relationships feeling more intense, less connected, and clearly less enjoyable!

#4: What is the cost to their overall potential of not hiring you?

The overall potential of not hiring you combines all of the above answers, plus there is a great likelihood that if they do not engage your services, their current reality will not change at all. This is a simple yet profound truth, and introducing it (tactfully, of course!) can be a gamechanger in a prospect conversation.

Are you ready to enhance your results in prospect conversations? I would love to talk with you. Email me today: susan@susandanzig.com

Think fast! What do you bring to the table that no one else does? And do you confidently communicate that value in critical interactions?

Confidently and effectively communicating your value to clients is crucial to ensure that they trust you and your recommendations. Without this, you are likely missing out on business through failed conversion conversations and not upselling current clients. It is also important to communicate confidently and effectively so that when you speak with professional referral sources they see your full and unique value for their clients as well.

It is entirely possible to be a rockstar on the technical side of things but have a hard time attracting new clients if these critical communication skills are lacking. Fortunately, these skills (as well as sales skills, or improving mindset) can be learned and mastered with the right guidance and support!

Now I invite you to look inward and consider how your interactions typically go. When you meet with clients or prospects, do you feel confident about the value you bring to the table? (If you don’t know that you are confident during these interactions, this is a sign that you probably aren’t.)

If you’re not sure, whether or not this is an area that needs improvement for your overall game, here is a list of signs and signals that you are not effectively and confidently communicating your value: 

• You feel inadequate and/or nervous before prospect or client meetings
• You do not feel comfortable asking for the business
• You reinvent the wheel each time because you don’t have a clear process for how you describe your services (or maybe you’re not clear on it yourself!)
• You do not feel comfortable asking for referrals
• You have a low conversion rate for ideal client prospect conversations
• You do not feel confident making recommendations to clients

One thing that separates the good from the great performers is that when they discover an area where they do not currently excel, they work to improve it. If the above points resonate with you, this is a great opportunity to improve on your skillset. I would love to talk with you about how we can work together to help you communicate more effectively and confidently to ultimately see the results you want in your financial services practice. Email me today: susan@susandanzig.com

Take a few moments and imagine what your practice and professional life would be like if you could focus only on high-level tasks. Would your work day feel different? What would your bottom line look like if you could focus exclusively on your highest revenue-generating tasks?

Rather than being the stuff of mere daydreams, that vision can become a reality (or at least, your reality can move closer to that vision!) with the right strategic adjustments to your overall organizational structure. The most important step is to create an efficient system for delegating tasks you don’t need to touch.

I have many clients who are very successful, but still have room for improvement in this area. For example, I have a client who consistently nets seven figures, although to achieve that level of prosperity he frequently works late into the evening. If you have the desire or goal to maintain balance between your professional and personal realms, one of the crucial pieces to have in place is a well-trained, solid team to whom you can delegate consistently, swiftly, and efficiently.

How to Start

First, look for what you know you should not be touching and wish you could start delegating today. To help you expand this list, consider how you spend your time outside of meeting with clients, prospects and professional referral sources. This will help you put together the job responsibilities of the person you might need to bring on board next.

For example, answering phones, booking and rescheduling appointments, and managing the office should be delegated to an administrative staff person. Handling client requests and client operations should be delegated to a client services team member. For some (though not all) financial services professionals, investment strategy is something else that is appealing to delegate.

It may be clear to you that you need an additional person (whether it be a full or part time employee) if you have enough of a gap in certain areas where you can delegate, or on the other hand, you might be able to delegate more than you think to your existing team members. Another option is to delegate special projects to consultants when needed.

What Holds Some People Back From Delegating

Let’s be honest – most front runners get to be as successful as they are because they know exactly how things should be done, and won’t settle for anything less than perfection. While I can certainly appreciate that, it’s still possible to maintain high expectations by hiring someone who is qualified to deliver in exactly the way you want to reflect the level of client service you desire.

Holding tight control and refusing to delegate low-level tasks ultimately handicaps an advisor, and can impede the overall growth of an organization. I often hear resistance to delegating due to fear that someone else will not be able to handle the responsibilities or deliver in a desirable way. Fortunately, this can be resolved through management and proper training from the beginning. (Of course there will be a training period required – not just giving a new staff member a list of tasks, but circling back, answering questions, and ultimately maintaining responsibility for training to be implemented in the way you want.)

Another reason behind resistance to delegating is not wanting to spend additional time or money on training and hiring additional staff, especially to hand off something they feel they already do well. To that, I often ask: “what’s the value of your time compared to what you would pay someone to cover the lower level tasks?” By holding onto tasks you don’t need to be touching, your ability to grow or have more time off, etc, is limited. Done properly, delegating low level tasks frees you up for more high value work, and should ultimately make your business more profitable and support you in your intent to live a more balanced life.

Where in your practice would it be a breakthrough to not only be caught up, but be ahead of the game?

Do you spend your valuable time on marketing tasks that you could easily delegate? This might include writing your email newsletter, crafting content for and managing your own website, or getting bogged down by planning client events. These tasks can be easily delegated to someone already on your team, or someone you choose to bring in for sole purpose of managing these.

Are you cleaning your own office, or making trips to buy supplies? Do you have a backlog of operational tasks which, let’s be honest, you might never have the time for? Administrative tasks are another common time suck, but are often relatively simple to delegate to another staff member.

If you’re feeling excited and ready to delegate some of your tasks but aren’t sure how to take the first steps, I can help. I’ll help you first determine what makes sense to delegate and the criteria you’re looking for in someone to handle these details, and help you map out the best system for making the most of your time, as well as your staff’s time. Have questions? I would love to speak with you. Email me today: susan@susandanzig.com

A client of mine is extremely successful and will hit the milestone of netting over one million in revenue this year. Do you want to know what makes him so successful?

He doesn’t have a complicated marketing strategy or even a social media campaign. He sticks to the basics. For him, that translates into actions like consistent calls to his clients to check in and maintain rapport, handwritten thank-you notes to both clients and referral sources, and quarterly client events. He also joined a club to meet others who share his cultural heritage so that when he meets people they already have something in common and are part of the same “tribe.”

As you can see, what he does to grow his practice is not rocket science. He continues to stay in touch with his clients and as a result the business he’s doing with them is naturally enhanced as they send him referrals and his business grows organically. This is a great example of successful “client touch,” which at its core is about client service.

Yes, he does use other marketing strategies, but he gets most of his top referrals from his clients and professional referral sources. He has nurtured relationships with the allied professionals of his top clients, which means they are working with other affluent clients and other potential ideal clients, so that the referrals he gets from these allied professionals are in line with his ideal client profile.

There are many takeaways from this brief client story. We all know it can be easy to get caught up in the idea that there’s always a newer, shinier, more exciting approach than the basics — but done consistently and correctly, the basics work! It’s also crucial to have a clear and consistent plan for staying in touch with your clients and professional referral sources to support those relationships in flourishing and bearing fruit in the form of referrals.

I often have new clients who come to me with the idea that they will need to take sophisticated strategic action in order to produce results, though starting with basic foundational strategies, like those of the client highlighted in this post, are often the right place to start.

Do you stick with the basics? Are there some areas that could use more attention? I would love to talk with you about how to amplify your results and support your true vision for yourself and your practice. Email me today: susan@susandanzig.com.

Most people encounter resistance to change at some level, but how much it hurts us (and potentially our business outcomes) depends on the individual. Before you think to yourself, this doesn’t apply to me, resistance to change can be present even when you are clear on the benefits of a given change.

To give you an example, I have had a number of clients who tell me that they want to focus on “affluent women” as their ideal client profile, though experience hesitancy to sharing their specific, narrowed focus with clients and professional referral sources, as well as in declaring that niche in their marketing collateral. They voice a desire in narrowing their niche in their marketing efforts, but are afraid of missing other opportunities outside of their niche.

Would you like to know if resistance to change is affecting your marketing plan and business results? I invite you to ask yourself these questions:

• Are you clear about your ideal client and what needs to happen to attract the number of those ideal clients that you truly want?
• Are you clear on what you need to do differently in order to support that goal of attracting this new ideal client?
• Are you willing to do what you know you need to do differently in order to attract this new ideal client?

These questions get to the heart of the challenges that people go through as they attempt to shift direction in their marketing efforts or business focus. This resistance to change can ultimately affect the results of your marketing efforts in myriad ways.

For one, successful professionals are often so busy that they do not (or cannot) carve out the time to fully think through the process, let alone act on it in a consistent way. Unfortunately, simply having a desire to change doesn’t produce new results on its own. (If only, right?)

In order to successfully make a change of substantial scale, such as the types of changes often required in order to optimize a marketing plan, your entire mindset needs to be aligned with why and how you’ll do it before any follow through can be effective. Oftentimes it takes outside input and guidance to maintain accountability and sustained effort in order to follow through and complete transitions successfully.

Another example I’d like to share with you involves a previous client who belonged to a formal networking group. The networking group was made up of very nice people who occasionally referred her business, but not her ideal clients. Despite this reality, she did not want to stop going, because she was getting some personal needs met since she enjoyed interacting with the members of the networking group. However through our work together she realized that this was marketing time and money being spent in the wrong pond. She stopped attending the networking group, though continued friendships with several of the members.

Say you’ve been interested in narrowing your niche, but have not fully completed the transition and continue networking with people outside of your ideal client group. Lackluster results might leave you thinking that narrowing your focus doesn’t work, though in a situation like this, the undesired outcome would more likely be a result of not having gone far enough to think through how your marketing efforts need to reinforce and set you up for your desired results.

If you’re shifting gears from a generalist focus to a narrowed focus around your ideal client, it might take some time to build momentum as you shift gears — though that rate at which you make the transition is up to you. It could be fast, or never happen at all depending on how quickly you are able to change the avenues through which you attract your ideal clients.

Think about this scenario and being faced with two choices. You’ve decided you would like to work with, say, affluent women, and are considering where your marketing efforts should go. You have a certain budget of time and money for marketing no matter which choice you make.

In one scenario, you spend the amount of money and energy with a general marketing focus, haphazardly mentioning your ideal client to professional referral sources, and perhaps hoping that affluent women magically appear on your doorstep. In the other, you can easily spend your marketing time, energy, and dollars in the pond where you actually want to catch a fish. In this scenario you would network where affluent women would show up like a country club or luxury travel destinations, with those professional referral sources who also work with affluent women to let them know about your specialty, and advertise in publications that affluent women might read, etc. It’s pretty obvious which scenario will produce better results, right?

If you’re ready to optimize your marketing efforts and want support making the transition quickly and successfully, I can help. Reach out to me today and we can discuss a support structure for your desired results: susan@susandanzig.com.

Have you ever made a plan but had trouble following through with it? You’re not alone. What I have found is that it is incredibly hard to change our behavior on our own. We often need something new – whether a new structure, a new system, a new employee or a new person’s influence, etc – to change an existing pattern and drive the new desired action. Most people are not successful in creating a new vision or venture without bringing in fresh thinking to the equation.

I’d like to share a client story to share with you more about how an outside perspective can be game-changing. When I first met this client, he was vacillating about engaging with me for coaching. He was already a very seasoned advisor with a successful business, and was looking to attract a younger advisor to support his succession plan with his financial advisory practice, as he wanted to start a new company with a different focus.

During our conversation, he realized that there were more factors to take into consideration to exit his existing financial services practice than he had previously realized were necessary. He gained clarity around what needed to happen for him to fulfill his intentions and the necessary implementation and accountability structure for those desired results to unfold.

Through our conversations he began to realize the value of an outside expert who could be objective about feedback and input during the transitional period of his succession plan. This is critical because oftentimes left to our own devices, we have our same thoughts about what should happen and how it should happen. When you bring in an outside objective expert into the equation, fresh thinking and solutions often occur and results tend to unfold more quickly, successfully, and with significantly less stress. 

Along with fresh thinking, oftentimes we tend to think if we have a plan we can move forward and implement easily and quickly. In my experience, multiple factors can get in the way and slow the process, for example, one’s business already being busy and taking up the time and energy needed to implement a new plan. Other priorities get in the way and it’s easy to fail to honor the time we need to actually make change happen.

Over many years in this business, I’ve witnessed human behavior on a large scale, and seen what works and what doesn’t. I bring a vast amount of experience to the table with my clients. While they’ve had their own personal experience, and might have heard of situations colleagues have gone through, they typically haven’t seen the diversity that I have in this realm.

Are you ready to finally move past your obstacles and fulfill your goals? Are you ready see the results you’ve always wanted to unfold in your practice? I can help you find solutions, and create the results you want to see. Reach out to me today: susan@susandanzig.com. I would love to speak with you and determine what will best enhance your game.