Some accountants I know are proud of how efficiently they look after their own business affairs. Others though are embarrassed at their inefficiencies. And there are some who do not appear to give any thought as to how they are perceived.
We all know the old adage that you never get a second chance to create a first impression (except when you do). This is one of the reasons that the first element in my 7 point framework is ‘A for Appearance and Attitude’. These are so important and go beyond your personal branding, how you look and whether you have a positive attitude. The often overlooked factor here is what impression do you give as regards your accountancy practice?
If clients or contacts become aware that you are not running your practice very well, they may come to question the business advice you offer. Or refuse to accept your offer to provide business advice on a regular basis (for a fee). That would be a shame as it is a key ambition for many sole practitioners who want to grow their fees.
This is much worse than the old story of the cobbler who did fine work for his customers but allowed his children to run around in shoes that fell apart. The cobbler’s customers could judge the quality of his work as they could see and feel it. Clients cannot do that with the advice you provide. All they can do is ‘look’ at how well they perceive you to be doing.
In this context do you have the appearance of someone who is successful or struggling? As regards your business advice especially, are you practicing what you preach?
Is there a risk that you don’t really understand or believe in the advice you are sharing? Do you talk about your problems and challenges with clients? Does the way you ask for referrals smack of desperation? Do your networking contacts think of you as professional or pathetic? They may know and like you. They may also trust you in a general sort of way. But do they trust you to be competent to give good business advice to the people they might be able to introduce as clients?
When you talk to clients about your business advisory services they will only agree to pay you if they believe the advice will be of value to them. Once they are sold on this they could choose to take advice from you or from someone else. Someone they consider to be successful. How do your business clients see you? That will often depend on how you see yourself and the impression you give.
If clients are not agreeing to pay you for business advice and you’re not getting the referrals you would like, consider whether this might be due to the perception you give as regards how you run your own business. This has certainly been an issue for some of the accountants I have worked with over the last couple of years. For example, they have learned to build a much more positive first impression with new contacts and to ensure they do not highlight their own failings when talking with clients. What about you? Do people see you as successful or struggling?