Some years ago I undertook some research among a group entrepreneurs and business owners – I asked them to talk to me about their accountants. My notes of those conversations formed the basis for a series of 3 articles I wrote for AccountingWeb. They all stimulated much online discussion.
During a tidy up I found my notes and have now summarised things down to 10 mistakes that I heard regularly frustrated my interviewees. I must admit that, if I was a client, these would frustrate me too!
It would be great to think that no clients of accountants still experience any of these sentiments. Sadly though I doubt times have changed that much. What do you think?
1 – Working too close to deadlines – regardless of when I supply my financial, accounts and tax information
2 – Wasting my time – Keeping me waiting at the start of scheduled meetings; taking too long to explain things. One interviewee pointed out that Doctors manage well in this regard despite dealing with life and death issues and the risk of being sued for malpractice
3 – Charging differing (arguably time-based) fees each year even when the work done is substantially the same
4 – Failing to offer me business focused advice – This is especially annoying when your website describes you as ‘accountants and business advisers’. It gets worse when I have to ask repeatedly for the same regular advice I want each month or each year. Why isn’t it embedded in your standard procedures?
5 – Making it hard for me to engage you – Does your website have your name (or indeed anyone’s name) on it? I am much less likely to contact a firm where I don’t know who to ask for. Do you issue your fee quotes and terms of business promptly after I meet with you?
6 – Taking my goodwill for granted – Make me feel that my views and desires are important. Respond promptly, keep me informed of progress/delays and treat me with respect. Don’t treat me like a moron and recognise I’m not trained to understand accounts and tax returns. But I may well have built up a fair understanding of the numbers around my business. Never assume to the contrary.
7 – Taking an unreasonable amount of time to respond to my questions and to follow up after meetings with me
8 – Delegating work to junior staff who cannot communicate effectively with me
9 – Taking me on as a client even though it became obvious that the accountant had no relevant experience or understanding of my business sector and was unable to close the gap
10 – An absence of processes such that it feels to me as if my accountant is disorganised and making it all up as they go along.
When these sort of issues come up during mentoring conversations I stress that what matters is the client’s perception, as their perception is their reality.
The skill comes in learning how to help clients to recognise that you are doing your best to help them, that you’re on their side, and that you understand and want to help them succeed in their business.
The language you use in conversations, emails and forms/checklists all contribute to your clients’ perceptions. How confident are you that your clients aren’t harbouring unspoken frustrations that could mean they are ready to move to a new adviser any day now?
