Ten networking tips for professionals

I developed the following ten tips some years back. The list is drawn from my mentoring programme for ambitious professionals and from my ebook on How to STAND OUT when Networking so that you are remembered, referred and recommended.

1 – Get in the right state, not in a right state. Keep in mind that you want to gain some value and benefit from the time you are committing to attending the networking event. You’ll need to look friendly and relaxed if you want people to be comfortable talking to you.

2 – You will be more interestING if you are more interestED. We have two ears and one mouth so we should aim to listen for twice as long as we speak. The people you meet will be more comfortable talking about themselves than listening to you.

3 – Networking is about starting to develop valuable business relationships; it’s not about ‘getting work’. People buy professional services from people they know, like and trust. You’re unlikely to meet someone who just happens to need your services the first day you meet them. You will need to keep in touch and to demonstrate that you can be trusted. For example by promising to follow up with an email or supplying some valuable information in the next day or so. Then ensure you keep your promise and create further opportunities to keep in touch thereafter.

4 – “What do you do?” Don’t pigeon hole yourself as yet another solicitor, accountant or barrister. Practice answering the question in such a way that ensures you are remembered specifically and distinctly from all of the rest of your profession. This is crucial if you want to eventually be referred and recommended.

5 – Focus on a niche not a list. Even those new acquaintances who are genuinely interested in you will quickly switch off if you try to identify all of the things you do or could do for clients. In the first instance you need to focus on a key area or topic no matter how broad your expertise and experience. I still remember one property lawyer I met many years ago who told me that he had advised on the acquisition of a number of petrol stations.

6 – Flirt as you network
F is for FUN
L is for LAUGHTER or at least having a smile on your face
I is being INTERESTED in what other people have to say
R is RESPONDING to what other people are saying through conversation
T is TALKING appropriately not extensively about yourself.

7 – You’re not alone if you feel alone. There will always be someone else standing alone who will be so pleased and relieved if you just go over and start a conversation with them. The chances of rejection are tiny. Simply introduce yourself, ask them their name and what do they do.

8 – Listen to what people say; don’t try to sell. You can only solve people’s problems or help them make the most of opportunities if you know what these are. That means listening and absorbing, not talking. If you listen well they’ll trust you and if you ask the right questions, you’ll uncover all the clues you’ll need in order to decide if you have something to offer them.

9 – Get the other person’s name and business card. Don’t offer your card until you’ve got theirs; this avoids you seeming pushy. If you didn’t catch their name when first introduced, ask again. No one objects to repeating their name to someone who evidently wants to remember them.

10 – Follow up afterwards. Having given up your time to attend the event make sure it is worthwhile by keeping your promise to follow up with each of the people you met. Even if you think that they may not be the most valuable contact remember that you don’t know who they know who could be interested in what you do.

These are just ten of the many issues that are commonly misunderstood when professionals go to networking events. Most may well be common sense – but that doesn’t mean they are always common practice.

You can get my 10,000+ word book specifically for accountants who want to STAND OUT and Network more effectively. Just click here for full details>>>

If you would like to book me to speak on the subject at your in-house conference or training session, do get in touch.

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Twitter tripe re Top UK accounting firms Twitter rankings

I was asked recently why my website, online profile and business card all mention that one of my roles is that of a ‘debunker’. It stems from the years I have spent trying to clarify poorly researched media reports on issues about which I feel quite well-informed.

Sometimes the reports or articles derive from lazy or naive reporting. Other times it is because the data on which a survey or report is based is unrepresentative or starts from a false premise.

It’s been a while since I did any debunking but last week I couldn’t help myself. I saw reference to Top UK accounting firms Twitter rankings.  The report in Accountancy Age quoted Martin De Saulles, marketing lecturer at the University of Brighton and founder of ColdLime, who put together the ‘Firms on Twitter’ research. Accountancy Age reported that he is “surprised” that 10% of the Top 100 Accountancy firms in the UK don’t have a corporate Twitter account.

The inference behind the piece was that firms are missing opportunities and need to beef up their twitter activity if they are to achieve any form of social authority.

I must admit I’m not surprised by the research results. I have been monitoring how accountants and accountancy firms use twitter for some years. Chasing follower numbers is a mugs game. It’s much more important to track and respond to any negative tweets and to engage with clients – if your key connections are themselves tweeting. To be fair the report does reference this facility to use twitter for reputation management. This is a potentially valuable use of twitter especially by firms with well-known names.

I curate a number of twitter lists. One shows all UK accountants who tweet in their own names. Another shows all those who tweet in the name of a UK accountancy firm. I add to the lists as and when I find new names.

At the time of writing there are over 700 accountants on each list. You can follow either or both lists to see the difference in tweeting styles. Those who use the firm’s name are invariably more boring with fewer followers – other than for the biggest firms where name awareness is more widespread. There is also more need to monitor what is being said about the firm so as to be able to respond promptly to limit the damage – especially if the media are monitoring and waiting for negative tweets. It is also clear that only a minority really understand how to make twitter work for them.

Few of the top 100 firms tweet more than once or twice a day and only the top 7 have more than a few thousand followers. I have more followers personally than do all bar the top 7 listed firms – though, as I said above, follower numbers are not worth chasing. How many people will be influenced  by twitter when making their choice of a top 100 accountancy firm?

The research shows that these firms don’t see twitter as a key communication medium – nor do they need to in my view. To suggest that they are (all) at fault for failing to embrace twitter is to both misunderstand twitter and to misunderstand what motivates the firms.  I have my own views as to what it is and what it is not worth such firms doing on twitter. Clarity of focus and of objectives is crucial. Simply being present and posting links to press releases is unlikely to serve any valuable purpose.

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What is Mark Lee doing now?

This blog normally contains advice and insights to help readers. Every now and then I use it to share something more personal – for example, so that I have a record of related stats. This time I am answering a question I am often asked: “What are you doing now?”

Since 2006 I have pursued a portfolio career. It took a while to work out what links the various strands. These are best summed up as: Helping professionals who want to STAND OUT and ensure they are remembered, referred and recommended.  

This focus includes advice across a range of topics including elements of marketing and personal branding, networking, social media, reputation management and related practice development skills.

Whilst many of the professionals I work with are accountants and tax advisers, I also work with lawyers, financial advisers, finance companies, consultants, speakers and bankers. Naturally I can adapt my services for others too.

To quote from my Linkedin profile:

ALLOW ME TO HELP YOU BY:

  • engaging me to speak at your conferences, seminars, networking groups, masterclasses, webinars and training sessions;
  • booking me to mentor you 1-2-1;
  • engaging me to write for your publication or blog or to provide strategic consultancy advice; or
  • subscribing for my regular blog posts, articles, podcasts, webinars and newsletters

As indicated on my website and on my bookmark-shaped business card I am a Speaker, Mentor, Facilitator, Author, Blogger and Debunker.

That final reference to being a ‘debunker’ is intended to emphasise that my input, insights and advice are focused in the real world; despite my energetic and enthusiastic approach I am no fan of the hype and empty promises made by so many other bloggers and consultants to the professions.

In addition to the above I also hold a number of distinct professional roles. These include:

  • Facilitator of The INNER CIRCLE FOR ACCOUNTANTS – a select group of smaller practices in London who assist each other in overcoming day to day and strategic frustrations.
  • Chairman of the TAX ADVICE NETWORK – connecting accountants with independent tax experts.
  • Network Independent Director (think Non Exec Director) of Winmark’s TAX DIRECTOR NETWORK – for in-house Heads of Tax in FTSE 350-sized companies.

Some people still approach me for tax advice although I gave up being a tax adviser in 2006.  I shared my reasons here>>>  When asked for tax advice all I can do is direct the enquiry to the Tax Advice Network that I chair find out here now. That Network comprises many tax experts who provide advice across a wider range of tax topics than ever I could have done, even after a 25 year career in the profession.

If you would like to see if I can help you, your clients or anyone you know, do explore my website, give me a call or drop me an email and I’ll get back to you as soon as I can.

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Getting sufficient support for your practice

The main topic for discussion at last month’s meeting of The Inner Circle was: How do you get the right staff and support for your practice?

The topic had been raised during a number of the conversations I had with members after the previous meeting. Not all have staff however.

We met at The Eight Club in Moorgate, London and members of The Inner Circle again benefited from the willingness they all had to share their experiences and insights during our round table discussion. In accordance with one of our key membership principles everyone agreed to abide by the Chatham House Rule.

During the morning we discussed a range of related issues including:

  • Formulating job specs and people specs; being clear as to what you really need and how to assess candidates’ suitability.
  • Using your website to effectively support your message and what works in practice including related tools and automated systems.
  • Sourcing, managing, liaising with and relying on home workers and other remote workers (either in the UK or overseas).
  • Making interviews more informative and a better filter.
  • Titles and roles that appeal and which motivate – whether or not they are on staff.
  • Inducting new workers effectively – whether or not they are on staff.
  • Motivating the right people to stay with you.

At the end of the meeting everyone shared their key learning points and takeaways. Two observations stood out in this regard.

One member said he didn’t have any staffing issues but he still valued the meeting and had benefitted from some of the related issues we addressed. Another member who had been making copious notes announced that there was so much he would be doing as a result of attending the meeting he wasn’t sure where to start.  We’ll address that when I have my catchup call with him later this week!

After the meeting I circulated to all members my summary of all of the identified key learning and action points. I also shared links to the third party sites mentioned during the meeting and also to some of my blog posts that address related issues.

If you’d like to know more about The Inner Circle, just click this link>>>

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Lessons for accountants…… from car mechanics

The new owners of our local garage prompted me to take the car in for an MOT recently. It passed – which was a relief. But then just two weeks later I received a note from the same garage reminding me that the car needed a service. Why didn’t they check when this was due and remind me so that they could carry out the service at the same time as they did the MOT?

It’s a bit of a pain getting the car to the garage, coping without it for a day and then repeating the exercise a few days later. especially, when, with a little planning it could all have been done at the same time.

Of course if I cared more about my car perhaps I might have realised that it was likely to need a service and I could have taken the initiative to ask the garage to do this at the same time as the MOT. But they have all the records. Why didn’t they do this?

In a world where we are all encouraged to up-sell, is the garage owner losing easy business I wonder?

I would like to think that perhaps he wanted to avoid giving customers the feeling that they are being upsold to more services (no pun intended) than are required at any one time. I think it more likely that the garage systems had not been programmed to check and combine upcoming prompts for work needed on customers’ cars.

I doubt I’m alone in preferring to avoid the unnecessary nuisance of returning a second time within just a couple of weeks. And, even though the garage had recently changed hands I would have welcomed evidence of thinking about things from my perspective.

What lessons can we draw for accountants here?

– When you chase up missing data for accounts and tax returns, do your best to ask for everything you need rather than make such requests in dribs and drabs – unless you know the client is more likely to respond to a succession of requests for separate items spread out over a number of days and weeks;

– Whenever you meet with or speak with clients think about any upcoming deadlines so that you do not seem to be completely removed from any subsequent automated reminders;

– Until you have built trust with new clients try to avoid making them feel that you are pressurising them into spending more money with you – ie: premature upselling;

– Once a client trusts you they are more likely to take your advice about things even if this involves them spending more money with you; I know next to nothing about what goes under the bonnet of my car. If a mechanic whom I trust tells me what I need to do, I tend to accept their advice.

What other lessons can accountants draw from car mechanics?

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