Your corporate background is both your biggest asset and your biggest hurdle when it comes to working with small businesses… what do I mean?

It’s your greatest asset when you have clients—because you know how to spot problems and opportunities and fix them fast.

But just because you know how to help doesn’t mean a business owner will want your help—or pay for it.

So where’s the hurdle?

It shows up when you’re trying to get clients.

During acquisition, your background often works against you.

Let’s say you ask a business owner, “How’s business?” and they say: “It’s a bit tough—cash flow is tight, staff are hard to find, and I’m always busy.”

What’s your instinct?

Fix it! Cash flow. Staff. Time.

You immediately start thinking through solutions: pricing, debtors, SOPs, time management, delegation…

Because that’s what you’re good at, right?

And yes—it would all help if they were already a client.

But it doesn’t work when they’re a prospect.

Why not?

Because business owners defend their position.

You might be right, but they can’t just say, “Oh wow, great point—I feel silly for not thinking of that.”

They’ll think:

“How would you know?”

“I already tried that!”

“Don’t you think I’ve thought of that before?”

They don’t want to be fixed—even if they need it.

That’s the hurdle: you’re wired to solve problems, but people don’t buy advice just because it’s right.

So what gets them to buy?

When they ask you for help.

When they own the problem.

That’s the key shift—from fix-it to coach.

Coaching is about helping people see what they need help with—not telling them.

And that’s what I want to show you—how a simple model can change the dynamic completely.

Let’s say you take a coaching approach instead.

You assume every business owner has some combination of a time, team, or money problem—because 90% of the time, that’s true.

Now listen carefully and draw what they’re saying.

“So… you’re here in the middle… you’ve got staff issues, so you’re trying to get more out of the team… things are tight, so you’re trying to generate more cash… and you’re super busy, trying to manage it all.”

No judgment. No fixing. Just reflecting.

Then ask:

“That sounds tough… of these three—team, time, or money—which is the biggest challenge for you right now? How long’s it been like that? What’s it costing you—in time, money, headspace?”

Let them talk.

Then you say:

“Some business owners seem to make it look easy. They run what we call the Ideal Business Cycle… The owner looks after the team, the team look after the customers, customers look after the business, and the business looks after the owner. Sound better?”

If they say: “Yes—but how?”

Boom. They asked.

That’s the shift.

That’s how you move from being right to being invited.

And that’s how clients come onboard—by choice.