Business guidance requires understanding and a high degree of interpersonal sensitivity. It is not enough to be familiar with the professional advisory fields.
Another matter is understanding the psychology of the managers and the organization, in order to act effectively and implement what is required.
The advisory fields are many, and the business advisor's role is to convey them to decision-makers in a way that leads them to take his recommendations to heart.
Envirogreen handles many businesses personally, and therefore decision-makers seek ongoing guidance and conversations with the business advisors in order to better understand what is required of them on a professional level, and sometimes even request assistance in implementing the conclusions on the ground.
There is no doubt that, from the height of the years in which we have engaged in business and economic advisory, this characteristic of the company—concerning personal attention, psychological and organizational understanding—is of great importance.
Business guidance – a common phenomenon among business owners is working with a business advisor who guides them along their business path.
The word “guide” is a word that encompasses many other concepts.
For example: Is business guidance conducted with clients and suppliers on a frontal level, or advisory work behind the scenes?
Does the advisor handle the operational side of the business and/or the marketing side; does the advisor personally guide the manager or CE"O of the business or other parties in the organization.
These are issues that must be considered, but the common denominator of all of them is professional assistance and support. In light of this, a business advisor is defined as a helper, and the source of his authority as an advisor must be examined.
Business advisors who guide businesses in various ways are generally regarded as having expertise in the field in which they operate.
For example, a business advisor may be an expert in a particular branch of the marketing field, financial advisory, or operations.
He draws his expertise from his economic or business education, from his experience in handling other businesses in the sector, from connections accumulated over the years in the course of his work, and from his abilities in areas that the business owner or people within the business sometimes lack, such as financial and/or other knowledge, and of course creativity.
Business guidance and consideration of the advisor's opinion stem from the source of the advisor's authority, but also from another, different point.
A business advisor serves as a touchstone for decision-makers in that he can present them with ongoing critique concerning their decisions, and also from the fact that the advisors are not an integral part of the business but rather external helpers with an objective perspective.
Business owners may believe that a business advisor is not as committed as they are, and that his responsibility is therefore less than that of those working in the business—although this perception is mistaken. The advisor bears great responsibility toward the business owners, and of course these advisors are required to protect their professional reputation.
Likewise, when a business owner understands the importance of a creative, objective perspective that is not biased by personal interests, he grants himself an advantage over businesses without business advisors.
Another advantage of the advisor is his ability to perform ad hoc tasks for the business's managers, thereby saving them precious time.
Should there be a need to perform calculations regarding the viability of a particular project in place of the business's managers, whose time is limited,
a business advisor can perform these tasks, as noted, also thanks to his experience in the sector and his experience with other businesses.
Business guidance makes it possible to identify business opportunities.
Despite the high hourly rate of business guidance, it is still relatively limited in time and intended for performing defined tasks.
A business advisor works part-time and fulfills tasks of various kinds according to his expertise, including ongoing advisory of several hours for the business owners.
A business's needs are complex, and therefore choosing a suitable business advisor is a complex task in itself. The drawback stems from the difficulty in selecting a business advisor who may turn out to be unsuited to what is required, without the business owner being aware of it at the time of hiring his services.
Business owners generally prefer business advisors who are familiar with their field of activity, who have built a good reputation, and who are capable of maintaining confidentiality.
Although these requirements appear basic, they can also be misleading at times, since the definition of a business advisor's role is complex and spans many diverse fields, not necessarily those that are apparent on the surface.
A capable business advisor can, through powers of persuasion, lead to the promotion of moves that are not necessarily preferable. On the other hand, there are creative business advisors who are able to think outside the box, without being familiar with the sector but able to learn it on their own and/or through conversations with parties inside or outside the organization.
At times, less experienced advisors may provide better solutions, yet ostensibly, due to their lack of experience in the particular sector, they will not be hired. Therefore, when evaluating a business advisor, one should examine his manner of thinking, successful projects not from the sector he has led or leads, whether he is creative enough to grant the business a relative advantage, and—most importantly—whether he is a personal fit for the parties he guides, so that their opinion is accepted objectively and substantively, without objections stemming from the interpersonal sphere.
Choosing a business advisor should be carried out according to the following needs and variables:
Each of the variables listed above carries importance that varies from task to task. Should the business advisor be required to prepare a sales strategy and strategic advisory, before we consider which qualities we would prefer as important, we will define the nature of the task and ask questions such as:
Does building a sales strategy involve preparing a master plan on a non-frontal basis?
Does the task require a meeting with parties inside the organization? Outside the organization? One must examine whether the task requires creative thinking, knowledge of the sector and of the field of strategy in particular, marketing education, practical experience, relevant connections inside and outside the sector, reputation, and interpersonal chemistry. To each variable we will assign a weight, and thus we can assess the degree of suitability.
Business guidance should be chosen according to the nature of the tasks, and not necessarily according to the business advisor's experience in the particular sector.
Knowledge can be acquired, and therefore the importance lies in the manner of handling. Certain tasks will require hiring advisors with experience in the field, and so each case should be judged on its own merits in accordance with the criteria noted in this article.
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