bissett bullet: actions speak louder than words
today’s bissett bullet: “show respect for the time that a prospective client has set aside to meet with you by arriving on time for your meeting.”
by martin bissett
see more bissett bullets here
surveys & research
angie grissom: next gen inspo for accountants | arc
“leadership and culture define the future of accounting firms.”
accounting arc
with donny shimamoto.
center for accounting transformation
find clients with the right fit
not everyone is ready for a new you.
by jody padar
radical pricing – by the radical cpa
a friend who owned a business services firm in the marketing industry once told me he would rather face waterboarding than resign a hard-won client. however, even he cast a big one aside after his key employee returned from a client meeting in tears. some things just can’t be tolerated. your job is to determine where the line should be and to make the decision before a bad client has the chance to negatively affect your company.
more: seven steps to determining your price | using change orders with scope | who needs to understand scope? | how to scope before you price | when to increase scope and when to let it go | determining a price … and when to change it | seventeen questions to ask when scoping | which clients should you scope? | perfecting the client needs assessment | four steps to scoping for alignment … and the #1 rule to remember | getting aligned on scope helps your team and your clients | create more meaningful kpis | here’s how profit sharing improves your firm
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a client’s fit with your firm is every bit as important as their behavior and payment practices. after you adopt a new client-centric, value-based business model, some clients won’t fit in. some will want to stick with the transactional model of the billable hour. they may not be comfortable with your new direction. some clients may not even want to pay for your smallest service bundle despite the enhanced service levels it includes.
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jack flaherty: don’t be a ‘yes’ person | the disruptors
the next generation is purpose-driven. firms that lean into this will retain scarce talent.
this is a preview. the complete 1-hour video episode, with commentary and transcript, is first available exclusively to pro members | go pro here
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the disruptors
with liz farr
jack flaherty believes that one of the most important business skills is on the wane: the art of decision-making.
“we’re all becoming ‘yes’ people. we don’t want to have an objective discussion, bringing out different ideas,” flaherty says. the unfortunate result is that “it’s causing us to make decisions that don’t allow us to achieve our goals.”
more podcasts and videos: greg adams: from finance to storytelling | the disruptors | jody padar: make radical changes now if you want to be relevant in 2030 | rebecca driscoll: amplify reach by helping other firm owners | rory henry: create the return on relationships | mike maksymiw: be the leader you wish you had | terrell turner: build a solid business showing up as yourself | kelly mann: be the bull in the china shop | alicia katz pollock: create a human-centric business | nancy mcclelland: be the one your clients ask first |alan whitman: stop accepting the status quo | sean duncan: discover your own genius | ingrid edstrom: true wealth is not financial | caleb jenkins: firm growth requires owners to shift roles |
to help individuals master this vital skill, flaherty wrote his book, the decision switch, and created a platform of the same name. as flaherty explains, “the decision switch is to define your goals in clear and simple terms and build a clear path forward that allows you to consistently get those results.”
recalibration is key for accounting profession
growth is being sustained by offshoring.
by art kuesel
the rosenberg national survey of cpa firm statistics
i think a great word for the next 12 months will be recalibration. i think it is fitting in so many areas. firms are recalibrating their investments in technology to gain efficiency and drive capacity. firms are recalibrating their investments in staffing as technology and outsourcing impart their influence process. firms are recalibrating their succession plans as movement on the bench continues. and firms are recalibrating their pricing strategies to raise the bar on new and existing clients.
editor’s note: every year, the 2024 rosenberg national survey of cpa firm statistics asks the profession’s top consultants two sets of questions:
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- how do you think the next 12 months will unfold? trends? predictions? other thoughts?
- how would you assess the last 12 months? trends? observations? struggles?
more: people development still a concern | focus on intentional growth | accounting firms upshift to corporate model | tech anxiety paralyzing some accounting firms | what’s going to happen? lots, say consultants | growth and complacency must concern accounting firms this year | solving staffing requires intention | how accounting firms are handling the staff shortage | the future of fees | as private equity closes in, firms seek new answers to staffing problems | when staffing falls short, clients get culled | how accounting firms are dealing with retirement | next five years are critical for accounting firms | staffing turnover’s down, but why? | what’s your firm worth? private equity wants to know | the new pipeline: outsourcing and offshoring | is this the last year of accounting’s golden age?
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nothing is sacred – anything that got us to where we are today will not necessarily get us where we need to be in the future. it’s a tsunami of change (and opportunity) and the best firms are leaning into it with vigor.
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