
New podcast out February 1. Building a second brain.
While there are many examples of high performance, some firms have spent years spinning their wheels in the pursuit of business advisory success. While the journey to higher advisory performance can still deliver valuable professional development and internal performance gains, the achievement of strong commercialisation and great client outcomes demands long-term dedication and focus.
A typical high performance business advisory journey is illustrated below.
At any point there’s a risk of falling into what one firm calls an ‘accounting vortex’, distracting business advisory champions and creating inertia in the achievement of goals.
This ‘accounting vortex’ is created by both internal, and market driven challenges such as:
1. Very strong demand for accounting compliance services.
2. A lack of capacity due to an inability to attract and retain quality team members.
3. A lack of internal champions with spare head space and the inclination to drive business advisory initiatives.
4. A lack of leadership support and vision to invest in the right blend of advisory services.
So what are the high performing firms doing to drive advisory success while mitigating the effects of these challenging internal and market-driven forces?
Now is the time to stop putting more business through incapable systems, address capacity issues with appropriate technology, resourcing and capability creation. Embrace lean principles to refine the way you operate and have the courage to say ‘no’ to opportunities that don’t fit your vision, strategy or budget. Look at offshore options to drive further capacity in areas of the firm.
Evolving clients’ (and internal teams’) perception of the firm as a trusted source of business advice in areas such as problem solving, strategy, change, growth and profit involves building authentic capabilities, track record and confidence of internal champions through evolution, not revolution.
Be facilitators not consultants
Clients all have unique circumstances and goals; their businesses don’t work to a script. To add higher value and become more of a trusted advisor to a mature client’s business, you’ll need to act more as a facilitator rather than a consultant, helping them solve problems, develop strategies and go after root causes not symptoms.
You don’t need to have all the answers, rather leverage insights from where they are now and where they want to be in the future to help them devise a plan for how they will get there.
Find the right internal champions
Identify several internal champions to lead the charge towards building advisory revenue success. Ensure they have the right ‘Advisory DNA’ a desire, curiosity about business, and strong business acumen to take the lead in driving advisory success. These champions will slowly foster an advisory mindset across the wider firm, encouraging skill development, demonstrate capability (that drives both internal referrals and external new business) and encourage strategies that free up capacity for those interested in offering business advisory services to clients.
Simple products help build trust and the opportunity to help with strategic issues at some point, especially important when an advisor lacks confidence in early stages. Try not to ‘gold plate’ everything, don’t wait for perfect. Just make start and adapt as you go.
Engage others in the firm with lunch and learn sessions to highlight the benefits of business advisory capabilities to the right clients. Bring them on board by highlighting client success stories and revenue growth opportunities.
Kick-start your business advisory success with a complimentary business advisory success plan.
Complete Mindshop’s accounting firm diagnostic in just 8 minutes here to receive a heatmap of your advisory skill gaps, the barriers holding your firm back and a fully customised one page plan for your next steps forward for business advisory success.
We hope this article and the diagnostic have given you food for thought.
For more assistance, don’t hesitate to contact a Mindshop Regional Director.
Chris Mason PhD, Founder, Mindshop
Angela Grogan, Regional Director, Mindshop
James Mason, Managing Director, Mindshop
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