Not Every Question Is Yours To Answer
Knowing when and where to direct a client can be just as valuable as knowing the answer yourself.
One of the most common requests for advice I get when working with newer advisors or support team members actually has very little to do with benefits!
It might be about how to legally terminate an employee, Employment Insurance (EI) benefit reductions, a complex payroll issue, or a product or service they don't typically deal with.
Yet there's often a feeling that if a client asks, they should have an answer ready to share.
I get it. After decades working with benefits, I used to think there shouldn't be many questions I couldn't answer. Well, there certainly are! And plenty that I still need to verify, double-check, or direct to someone with more specialized knowledge.
So why do we feel so compelled to have an answer for everything that comes our way?
Is it because we want to be seen as knowledgeable and capable? Because we’re committed to our clients and want to go that extra mile? Probably a bit of both.
But good service doesn't mean we have to be experts in everything.
When Being the Go-To Person Becomes the Expectation
Let’s consider the EI Premium Reduction Program, a common source of confusion for employers. They may understand that their benefits plan could qualify them for reduced EI premiums, but have questions about how the program works, what steps to take, and who's responsible for what.
An employer may naturally turn to their benefits advisor for help. After all, that advisor is someone they know, trust, and rely on for guidance.
But does that mean the advisor or their support team should be responsible for interpreting government requirements and confirming every detail?
Not necessarily.
There's a difference between helping a client understand how an issue relates to their benefits plan and taking responsibility for advice that falls outside your expertise.
The same applies to legal, payroll, HR, and other specialized matters. Just because a question comes your way doesn't mean it's yours to resolve.
It Can Take a Village
Sometimes the hesitation to refer a client elsewhere comes from not wanting to appear unhelpful or as though we're passing the buck.
But consider the reverse.
If you were an accountant and your client came to you with a specific group benefits question, wouldn't it make sense to direct them to a trusted benefits advisor?
Naturally, it would.
The same idea applies when advisors recognize where their own expertise ends and someone else's begins.
And there's another real benefit to this approach.
Building relationships with professionals in complementary fields gives you a valuable network of people you can confidently recommend. It's good for your clients, good for those professional relationships, and may lead to referrals coming your way, too.
Rather than trying to be everything to everyone, you become someone who knows where to turn to get the right help.
That has value of its own.
Knowing Where to Draw the Line
Even with the best intentions, it's easy to find yourself spending time researching an unfamiliar issue, filling in gaps, or trying to help with something you're not entirely comfortable advising on.
That uncertainty might be a sign that it's time to involve someone else.
And if you repeatedly take ownership of those inquiries, clients may naturally come to expect that same level of support in the future.
Setting reasonable boundaries isn't about being less available or less committed. It's about making sure clients get the right guidance while allowing you and your team to focus on the work you're best equipped to do.
There's a big difference between saying, "I can't help you with that," and "That's outside my area of expertise, but I can point you in the right direction."
One can leave a client feeling dismissed. The other shows that you're still looking out for them.
A Few Ways to Make That Easier
Understand the question. Before deciding where an inquiry belongs, make sure you understand what the client is asking and how it relates to their benefits plan.
Know where your expertise ends. Share what you know with confidence, but recognize when specialized guidance is needed.
Point them in the right direction. Whether it's a trusted professional, government resource, or another appropriate contact, help the client find the right starting point.
The Value of Knowing Where to Turn
Being dependable doesn't mean taking on every question or becoming responsible for every problem that lands on your desk.
Sometimes the most helpful thing you can do is recognize that someone else is better equipped to provide the answer.
You can still be a trusted resource without being the person who resolves everything.
Sometimes the best service you can provide isn't doing more. It's knowing when someone else is better equipped to help, and to support and facilitate that.