four reasons selling is hard
but it doesn’t have to be.
by martin bissett
winning your first client
featured
why your billings are ruining your firm
do you see managing partner as a part-time role? if not, don’t treat it like one.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: about a year ago i became the managing partner of my 50-person, six-partner firm. we gross about $7 million. i still maintain my book of business, which is about $1 million, and have 1,000 chargeable hours.
more: get more done by saying no | make cpe worth your while | are you marketing for 2022 yet? | don’t fire that staffer on may 18! | what to do with a lousy client? | stop drowning in client documents | employee demands a raise she doesn’t deserve | but i am managing! | make more money starting now
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needless to say, i have been working very hard, about 2,700 total hours, yet my partners are complaining i do not have enough chargeable time and i tend to agree with them. how i can increase my chargeable hours?
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foster opportunities from wealthy clients
how to maximize referrals.
by anthony glomski and russ alan prince
your $5-million high-net-worth practice
as part of the discovery process, you are ascertaining who your wealthy clients can refer to you. in empirical study after study, accountants (as well as other professionals) say that they get most of their client referrals from their current clients. they also say that this happens because they do an excellent job for their clients.
more: it’s all about your wealthy clients | conviction + process + expertise = your next $5 million | a high-net-worth practice in four steps | don’t ignore life insurance | adultery and other messy situations | how to attract the super-rich
another insight we find in the research is that very few professionals are doing much to foster getting referrals from their highly satisfied clients.
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cas: finding the why behind the why
how to develop the cas mindset.
by hitendra patil
the definitive success guide to client accounting services
“why did i start my accounting firm/practice?”
if you are the owner of your firm, print this in a bold, big font and post it somewhere in such a way that you can see it, even if it is just in your peripheral vision, every moment when you are working at your desk.
round 2: how to lead clients into client accounting services | cas begins with a mindset
if you are a partner of the firm or an employee, print the following question to post it where you can see it all the time:
“why did i get into the accounting profession?”
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you have the right people, but are they in the right seats?
try an accountability chart.
by jody grunden
building the virtual cfo firm in the cloud
“getting the right people on the bus, the wrong people off the bus, and the right people in the right seats – these are all crucial steps in the early stages of buildup…” – jim collins, “good to great”
more: leaders need time to lead | better understanding = better communication | why your firm’s core values matter | when value billing eliminates guesswork | make tech your ally in protecting clients | be more efficient with tech stacks | put bots to work for you | not all employees want the same perks
when adam and i first started the company, we didn’t have much organizational structure. we didn’t need it. but as the company grew, it became necessary to develop an organizational structure. there’s a great quote by michael e. gerber in his book “the e-myth revisited” that says, “without the organization chart, confusion, discord and conflict become the order of the day.”
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