Rather than assuming you know the concerns of prospects and clients, use critical thinking and research to learn as much as you can about them and their organizations. (Image: Shutterstock)

Benefits advisors have long partnered with HR in an effort to provide employees and their families with the best and most affordable benefits possible. Recently, there's been an increased focus on bringing the C-Suite into that dialogue.

Yet one of the biggest roadblocks when it comes to conversations between brokers and prospects and clients is probably as old as human communication. As Rachel Sapoznik notes in this month's Action Reaction (page 36), “The biggest mistakes I see are brokers not listening to clients' needs. They focus on delivering a message … as opposed to what is in the best interest of the clients.”

BenefitsPRO editor-in-chief Paul Wilson discusses the conversational gap between brokers and clients.

In his role as both CFO and top HR person at a 500-employee company, Steve Watson describes himself as the perfect “guinea pig” for advisors who want to know more about the people they talk to every day. Just as importantly, he offers a key perspective on what your clients want you to know. At the recent Q4Live conference, he shared his insider knowledge with a room full of very curious brokers.

“I get frustrated because so many brokers are missing the boat on a lot of things,” he said. “They call me and say 'benefits are the number two item on your P&L statement.' They always lead with those kinds of things, but sometimes, that's not the problem I'm dealing with.”

Related: Fear, relevance and the future of brokers

Rather than assuming you know the concerns of prospects and clients, use critical thinking and research to learn as much as you can about them and their organizations, he continued. Lead with what matters to them.

Check out the full edition of the July issue of BenefitsPRO Magazine

Watson asked, “How many of you have car insurance with Geico?” Only a few raised their hands. “But 15 minutes could save you 15 percent, right? So why don't you call them?” Attendees cited skepticism about the claim, or prior relationships with insurers who treat them well. “I want you to think about that lizard every time you lead with how much you can save a company,” he said. “Because I think about the same thing. Yes, it's a lot of money, but there are other factors.” He said although he now loves value-based design, the first time he heard about it, he thought, “This looks hard. I don't understand it. If I mess up and it doesn't work, will I lose my job?”

The C-Suite and HR have very different concerns and motivations, but in order to move ahead, you need buy-in from both sides, he added.

“We all have to come together. Health care is a huge national problem and we need everyone on board to fix it.”

Judging by the openness and lively conversation that took place in Nashville that day, it seems there are a growing number of people who are striving to do exactly that.

Read more:

• Meeting with the C-Suite: Don't mention health insurance
• Why your C-suite needs to be talking about your benefits plan
• 4 critical questions to ask every health plan sponsor