marketing & sales

five better ways to say no

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keep the flow going.

by sarah johnson dobek
inovautus consulting

learning to say no is an important part of growing your business. it helps you stay focused on your strategy and goals and helps you ensure you are using your time most effectively. however, saying no can sometimes also impede your growth.

more: six ways to engage young managers, staff in firm growth | four ways to help young rainmakers build their skills | are you solving your clients’ problems? | the right dna for growth | seven reasons your growth plans are stalled | five ways to grow new service lines
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you get referrals that don’t fit your target market, employees bring you ideas that don’t fit your strategy or you say no because of previously bad experiences or results from a situation. when these situations add up over time with individuals, it can stifle their willingness to refer you more business or share their ideas. the result is stifled innovation, loss of referrals and loss of growth opportunities.
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six ways to engage young managers, staff in firm growth

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number 6shareholders have a role, but less hands-on.

by sarah johnson dobek
inovautus consulting

growing your accounting firm takes a lot of time and effort and, because of this, developing the skills of staff and managers takes a backseat. while each shareholder should take responsibility to contribute to growing the firm, that doesn’t mean they need to do it all themselves.

more: four ways to help young rainmakers build their skills | are you solving your clients’ problems? | five ways to grow new service lines | don’t confuse marketing with biz dev
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engaging your managers and staff is beneficial for three reasons:

  • it teaches them growth is important to the firm and helps establish a culture around growth.
  • it empowers them to learn how to market and sell, which should be key for anyone who wants to progress in their career.
  • it allows you to execute on key problems without everything falling on a shareholder’s plate.

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four ways to help young rainmakers build their skills

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young busineswoman evaluating a chart with a measuring tape, concept image of successwere you thrown to the wolves? did you appreciate it?

by sarah johnson dobek
inovautus consulting

if you talk to most cpa firms, rainmaker succession is a critical issue. building and developing the next generation of business cultivators is critical to a firm’s success.

we see two common problems that prevent firms from succeeding in this area:

more: are you solving your clients’ problems? | the right dna for growth | how crisis illuminates your biz dev skills | business development and sales aren’t scary
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not transferring knowledge

firms unintentionally bottleneck their progress by hoping that young rainmakers will learn through osmosis. these up-and-comers need to hear from experienced rainmakers on how it all works. encourage rainmakers to spend time with their protégés before and after they go out on calls with clients, prospects and referral sources in order to help them prepare or debrief on meetings.
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