martin bissett, author at 卡塔尔世界杯常规比赛时间 - page 10 of 27

four reasons people struggle with communication

plus two things you must demonstrate with existing client relationships.

by martin bissett
passport to partnership

ultimately, when we have to interact with clients, subordinates, superiors or peers, the questions are always the same: who do i need to deliver this information to and what approach would they respond most favorably to?

more: five questions for measuring partner potential | culture can’t be ignored | three questions about your competence | 10 can’t-skip steps for business development | attract clients, don’t chase them | success in business comes second | business won’t come to you | forged in fire: the pains of leadership | a lesson in customer service and reputation | prioritize your prospects | good enough is not enough
exclusively for pro members. log in here or 2022世界杯足球排名 today.

in arriving at “communication” we come to the most intangible of all the components to obtain a “passport to partnership.”
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marketing & sales

bissett bullet: know when to quit

today’s bissett bullet: “you know that potential new client who never returns calls or emails? following up with them regularly is disciplined but also desperate.”

by martin bissett

i am always astonished when i go into accounting firms who expect me to be impressed by the fact that they follow up with prospects every month that they met with five years ago.

take the hint guys, it’s a waste of time. while having discipline for following up prospects is good, it is always a good idea to know when to cut your losses too.

today’s to-do:

take a look at any of your prospects who have not returned your last three calls, messages or emails and see if you can make a case to me personally as to why you should continue to be in contact with them. if you can convince me, you should carry on.

see more bissett bullets here

pro member exclusive

five questions for measuring partner potential

plus how to read your firm’s cultural blueprint.

by martin bissett
passport to partnership

what conclusions can you draw from your knowledge of how the promotion system works in your firm that you need to keep in mind?

more: culture can’t be ignored | why firm culture matters for partners | three things that rich accountants do | four reasons it’s hard to sell | win your first client: yourself | 10 questions for reconsidering your prices | a list is not a pipeline | are you committed to your firm?
exclusively for pro members. log in here or 2022世界杯足球排名 today.

in terms of firm culture, you need to understand the four navigational points of the compass:

who do i need to stay on the right side of?
what are the unwritten rules in my firm?
whose opinions can be trusted?
what really impresses the partners?

marketing & sales

bissett bullet: i just haven’t quite got round to it yet

today’s bissett bullet: ‘why do we find it so hard to implement what we learn in marketing and business development courses? unfamiliarity? time? apathy? resources?’

by martin bissett

having pondered this for a long time, i’d suggest that while all of the above are contributory factors, it’s the lack of self-belief that is the ultimate barrier.

if that conclusion is correct, what about all the big claims on your website? are they true? then what’s stopping you from calling a new prospect this morning before you fire up the laptop?

today’s to-do:

action beats lip service. pick up the phone and speak to someone you want to do business with. don’t end the call until you have a meeting arranged in the diary with them.

see more bissett bullets here

pro member exclusive

culture can’t be ignored

three questions to evaluate your firm.

by martin bissett
passport to partnership

this second c is a stormy and choppy one, often fraught with political icebergs but navigated diplomatically and with maturity, will lead you through.

more: why firm culture matters for partners | five ways to rally your firm to its culture | when would-be partners aren’t candidates | make your expertise a new-client magnet | don’t think of it as selling | experts: what it takes to become partner | where is your next money coming from? | your website promises. do you deliver?
exclusively for pro members. log in here or 2022世界杯足球排名 today.

case study on culture

deborah had done well. she was bridging the firm’s culture gap and fulfilling its desire to be seen as an equal opportunities employer by becoming the practice’s standout rising star.
read more →

pro member exclusive

why firm culture matters for partners

with insight from our exclusive expert council: dunn, pipe, grundy.

by martin bissett
passport to partnership

the passport to partnership study collated a number of responses from existing partners of accounting practices in a conversational style.

more: five ways to rally your firm to its culture | three questions about your competence | 10 can’t-skip steps for business development | attract clients, don’t chase them | success in business comes second | business won’t come to you
exclusively for pro members. log in here or 2022世界杯足球排名 today.

examples that really stood out on the realities of individual variances in firm culture are showcased below.

“our partners have articulate minds, and that’s what we want to be demonstrated by any new appointees.”
read more →

growth strategies

bissett bullet: being best > being better > being different

today’s bissett bullet: why are our clients paying us to serve them? what do they receive from us that they can’t get elsewhere for a similar or better price?

by martin bissett

please don’t say service and partner-led attention. everyone says that. seriously, what do we deliver that our competitors do not? the secret sauce is not found in service lines or technology. it’s found in outcomes and impact.

there will always be a firm with a wider service offering, larger marketing budget, more resources and greater technology. so, let’s not try to compete on things many businesses don’t understand or care about.

today’s to-do:

your current clients, including those who have joined you recently, chose you and not the others. establish a consensus on why that is and you’ve found your differentiation.

see more bissett bullets here

marketing & sales

bissett bullet: 30 years’ experience or 1 year’s experience repeated 30 times?

today’s bissett bullet: ‘is your client paying for the time it takes you to carry out the work, or for the value that your years of experience bring?’

by martin bissett

accountants started the timesheet expectation, not the clients. which other major purchase do we make based on how long it took to produce, rather than the value that it provides to us?

you spent a great deal of time and money developing your skills and gaining experience, so, let’s charge for value delivered rather than how long the work takes.

today’s to-do:

price your next proposal based on what you’d want to charge for it rather than how long it takes to do. is there any difference in the figures?

see more bissett bullets here

management

five ways to rally your firm to its culture

make it work for you.

by martin bissett
passport to partnership

cultural issues are dynamic, very broad and unique in each firm. as such it is a challenge to summarize them accurately and comprehensively.

more: three questions about your competence | competence is step one of seven | three things that rich accountants do | four reasons it’s hard to sell | eight questions to hold yourself accountable | win your first client: yourself
exclusively for pro members. log in here or 2022世界杯足球排名 today.

from our research, however, the wise choice for anyone wishing to get their passport to partnership appears to be to study

their firm’s existing culture,
that of its senior individuals and
that of those who have the ear of those senior individuals

to understand not only the route to partnership, but the terrain that they need to cross too.
read more →

pro member exclusive

three questions about your competence

how do others view your partnership readiness?

by martin bissett
passport to partnership

the passport to partnership study collated a number of responses in a conversational style.

more: competence is step one of seven | when would-be partners aren’t candidates | make your expertise a new-client magnet | don’t think of it as selling | experts: what it takes to become partner | where is your next money coming from? | your website promises. do you deliver?
exclusively for pro members. log in here or 2022世界杯足球排名 today.

but two brief but succinct examples on the realities of how a firm assesses an individual’s “competence” for leadership are showcased really stood out:

they need to explain technical data to me in a way that i know they understand.
what kind of lifestyle does this person have outside of work? we’ll be looking at facebook, twitter, and google to find out.

pro member exclusive

competence is step one of seven

what to do after the prerequisites.

by martin bissett
passport to partnership

staffers aspiring to be partners must learn the key characteristics of successful partners. they also must learn how to develop their own personal plans to achieve partnership. firms and staffers alike need a clear set of procedures, processes and milestones for turning top talent into the next generation of firm leadership.

more: when would-be partners aren’t candidates | 10 can’t-skip steps for business development | attract clients, don’t chase them | success in business comes second | business won’t come to you | forged in fire: the pains of leadership | a lesson in customer service and reputation | prioritize your prospects | good enough is not enough
exclusively for pro members. log in here or 2022世界杯足球排名 today.

there are seven critically important criteria by which partners assess partners-to-be. i call them:

the seven c’s

1. the first is competence. as a prerequisite, but only a prerequisite, accountants must master their technical abilities and qualifications, whether it be audit, tax or management accounting. whatever your area of specialty, as a staffer the partners expect you to be able to know at least as much as anyone else who may report to you.
read more →

pro member exclusive

when would-be partners aren’t candidates

what we’ve got here is failure to communicate.

by martin bissett
passport to partnership

have you ever wondered what the partners of your firm are looking for from you, beyond your technical abilities?

more: 10 can’t-skip steps for business development | three things that rich accountants do | four reasons it’s hard to sell | eight questions to hold yourself accountable | win your first client: yourself
exclusively for pro members. log in here or 2022世界杯足球排名 today.

for full disclosure, i am not an accountant, but i have spent decades working with accounting firms of all shapes and sizes in the united kingdom, the united states and europe.
read more →

marketing & sales

10 can’t-skip steps for business development

bonus: 10 questions to check your comfort level.

by martin bissett
understanding selling

i’ve been asking you to believe in yourself, to get your potential clients to open up to you, and to demonstrate to them the outcomes that working with you and your firm would create in their personal and professional lives.

more: three things that rich accountants do | make your expertise a new-client magnet | don’t think of it as selling | experts: what it takes to become partner | where is your next money coming from? | your website promises. do you deliver? | five reasons firms don’t thrive | good enough is not enough
exclusively for pro members. log in here or 2022世界杯足球排名 today.

now here’s a checklist for you to run through before you begin your next business development initiative, and before each new business appointment that you have.
read more →

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martin bissett

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martin bissett is the author of

never mind the bullets, the 366-day year-long daily email subscription providing guidance and inspiration for practicing professionals. | learn more
winning your first client,
passport to partnership, and
meet your new best client

shop the martin bissett practice growth collection

he is the founder of the upward spiral partnership ltd., the uk-based consulting firm that specializes in the implementation of professional selling and leadership skills in the next generation of accounting professionals.

learn more about addviserplus here

get martin bissett's practice growth checklist

click for free download here

previously, martin served ten years on the board of directors of the uk’s leading provider of high-quality new business appointments for accountancy firms. there, he held the responsibility for the nurture and organic growth of the organization’s new client base, including six of the uk’s top 30 firms of accountants.

martin became fascinated by the apparent juxtaposition of partners not vocalizing what they were looking for in terms of an accomplished skill set from their potential future partners and their managers not asking to discover what that skill set included, despite wanting to reach that very position. in a profession with a supposed “succession crisis” on the horizon, this apparent stand-off struck him as curious.

this has led upward spiral partnership to personally interview several hundred partners and managers in the us and uk to learn what partners are looking for and how the managers see their own future in the firm. there are, of course, firms that have addressed this issue already, and their initiatives have also been captured.

the results of the research, including both the consensus and the exceptions to the general opinion, is called “passport to partnership.” this study provides the highlights of each factor that the majority of partners interviewed use as their criteria when evaluating whether someone in their organization can make it to the top.

as a result of the combination of his experience, intellectual property, and this proprietary research, martin now consults with accounting firms in the uk, europe, and the usa to support them in their transition through to the next stage of their development and growth.

here’s what you’re looking for: martin bissett

today’s bissett bullet: “you know that potential new client who never returns calls or emails? following up with them regularly is disciplined but also desperate.”

i am always astonished when i go into accounting firms who expect me to be impressed by the fact that they follow up with prospects every month that they met with five years ago.

take the hint guys, it’s a waste of time. while having discipline for following up prospects is good, it is always a good idea to know when to cut your losses too.

today’s to-do:

take a look at any of your prospects who have not returned your last three calls, messages or emails and see if you can make a case to me personally as to why you should continue to be in contact with them. if you can convince me, you should carry on.

today’s bissett bullet: ‘why do we find it so hard to implement what we learn in marketing and business development courses? unfamiliarity? time? apathy? resources?’

having pondered this for a long time, i’d suggest that while all of the above are contributory factors, it’s the lack of self-belief that is the ultimate barrier.

today’s to-do:

action beats lip service. pick up the phone and speak to someone you want to do business with. don’t end the call until you have a meeting arranged in the diary with them.

today’s bissett bullet: why are our clients paying us to serve them? what do they receive from us that they can’t get elsewhere for a similar or better price?

please don’t say service and partner-led attention. everyone says that. seriously, what do we deliver that our competitors do not? the secret sauce is not found in service lines or technology. it’s found in outcomes and impact.

today’s to-do:

your current clients, including those who have joined you recently, chose you and not the others. establish a consensus on why that is and you’ve found your differentiation.

today’s bissett bullet: ‘is your client paying for the time it takes you to carry out the work, or for the value that your years of experience bring?’

accountants started the timesheet expectation, not the clients. which other major purchase do we make based on how long it took to produce, rather than the value that it provides to us?

you spent a great deal of time and money developing your skills and gaining experience, so, let’s charge for value delivered rather than how long the work takes.

today’s to-do:

price your next proposal based on what you’d want to charge for it rather than how long it takes to do. is there any difference in the figures?