martin bissett, author at 卡塔尔世界杯常规比赛时间 - page 25 of 27

what do your true colors say about your commitment?

bonus checklist: 5 questions for self-evaluation.

by martin bissett
passport to partnership

there’s no doubt that consistent commitment is not as widely practiced as current partners of accounting firms might like to think.

more on the passport to partnership: commitment: your view and your firm’s | what commitment really means for partners | businesses place value on expertise | how well do you represent your firm? | 6 keys to the perfect proposal | what communication really means for partners

business success is built on a dedicated team with a shared vision giving their all for the realization of that vision and the development of the next one.
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marketing & sales

why recurring fees could kill your practice

fight the complacency trap.

by martin bissett
business development on a budget

as you know, the traditional accounting firm model is firmly based on the reality of recurring fees that come in from clients every year. we can rely on these and forecast accurately how much revenue they bring in – which hopefully covers overheads and direct expenses of the business.

more on business development: banish the idea that selling is difficult | how to win your first client | 5 ways to make selling easier to swallow | you’re selling all the time

this is a good thing, right? well, maybe not as much as you think.
read more →

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commitment: a cautionary tale for partners-to-be

there are times to chime in and times to stay silent.

by martin bissett
passport to partnership

ask yourself and answer these questions when considering the current and future “commitment” behaviors that you’ll employ.

more on the passport to partnership: commitment: your view and your firm’s | how to build your pipeline | how well do you represent your firm? | 6 keys to the perfect proposal | communication: putting it all together | how to read your firm’s cultural blueprint

1 – what is my first reaction to being asked to work outside of my normal hours?

marketing & sales

banish the idea that selling is difficult

don’t take rejection personally.

by martin bissett
business development on a budget

if winning new clients is simply a matter of being yourself, why is selling so difficult for accountants? well, it’s a combination of several factors, but there are two main reasons.

more on business development: how to win your first client | 5 ways to make selling easier to swallow | you’re selling all the time

first, accountants have not traditionally been required to sell. maybe your practice has grown by referral – business has come to you and you haven’t had to do much to win that business. unfortunately, however, business doesn’t always walk through the door; you don’t know how often it will, or what caliber it will be when it does.
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commitment: your view and your firm’s

our experts define the biggest challenge for the next group of leaders.

by martin bissett
passport to partnership

the passport to partnership study collated a number of responses in a conversational style. the need for commitment is showcased below and was repeated many times in various different ways.

so many use us as a stepping stone and we’re now trying to determine who those are at the interview stage.

proof – if any were needed – that long-term commitment is not a given in the next generation of accounting professionals.

more on the passport to partnership: what commitment really means for partners | how to build your pipeline | how well do you represent your firm? | communication: putting it all together | gauge firm culture to move toward partner

one question we ask is: would we want to pass our firm on to someone like this?

marketing & sales

how to win your first client

bonus checklist: 9 points to review before you meet with a potential client.

by martin bissett
business development on a budget

winning your first client is also known by various other names, including closing the first sale and winning the first deal. no matter what it’s called, it is one of the central principles you must follow as you begin the business development on a budget process.

what does it mean?

more on business development: 5 ways to make selling easier to swallow | you’re selling all the time

basically, it represents a mindset you must develop before you ever speak to a prospective new client. i developed the principle of winning your first client in response to a common concern often raised by partners of accounting firms – one that holds them back from going after new business. it’s the belief that they don’t really have anything to offer above and beyond what an organization is receiving from its current accountant.
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what commitment really means for partners

bonus checklist: 13 steps to true commitment.

by martin bissett
passport to partnership

rising from senior manager to partner often means being promoted ahead of our peers and contemporaries. it creates a gap in earnings, stature and influence compared to those who just yesterday were our colleagues on a level playing field.

more on the passport to partnership: how to build your pipeline | how well do you represent your firm? | communication can’t be overrated | how to read your firm’s cultural blueprint | sailing through the seven c’s to partnership

it can also mean that if we are coming into a firm from the outside, we are being promoted over people who have served at that firm for many years and understand the culture of the firm a lot better than we do right now. we may have to lead these people as the head of a department and if so, they’d better be on our side.
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marketing & sales

5 ways to make selling easier to swallow

selling happens all the time: the 3 things it represents.

by martin bissett
business development on a budget

selling is not something you now need to go and do; it’s not a suit you wear or a personality you adopt. you don’t need to suddenly be nicer or different somehow because you are out of your comfort zone.

more: you’re selling all the time

for you, going forward, selling means a constant quest to build a perception of yourself and your firm. once you buy into that idea, you can relax and realize that selling is not the enemy, but the conduit through which you access new areas of business by demonstrating the value we bring to clients.
read more →

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how to build your pipeline

bonus checklist: 5 questions to evaluate your network and skills.

by martin bissett
passport to partnership

ask yourself and answer these questions when considering the current and future “conversion” tactics that you’ll employ.

if i were to start today, could i name four businesses that i’d like to reach out to?
what is our firm’s net fee growth goal this year and what can i do to contribute to it?
what do i need to do to be able to handle the tough stuff like negotiation, pricing and handling objections? what start to learning these skills can i make today?

more on the passport to partnership: businesses place value on expertise | how well do you represent your firm? | 6 keys to the perfect proposal | the 4 winning communications habits of top accountants | gauge firm culture to move toward partner

building your pipeline

record the businesses you’d ideally like to work with or believe you can add value to below, for future inclusion in your personal pipeline.

pro member exclusive

businesses place value on expertise

shift thinking from “we” to “you.”

by martin bissett
passport to partnership

please start understanding, valuing and respecting your own value in the marketplace with clients who could not reach their goals without you.

businesses are in need – sometimes desperate need – of your technical expertise and caring approach.

more on the passport to partnership: how well do you represent your firm? | 6 keys to the perfect proposal | what conversion really means for partners | passport to partnership: new research shows wide gap between partners and partners-to-be

take that to them instead because, speaking as one who is looked after well myself, we love it and we are prepared to pay a premium without ever asking for discounts.

marketing & sales

you’re selling all the time

bonus checklist: 5 steps for breaking out of your comfort zone.

by martin bissett
business development on a budget

over the years, many partners have told me about their struggles to grow their firms proactively, the main one being that they feel they must sell, which goes against the grain for them. have you ever felt that way?

perhaps you’ve never had to sell before, and it is taking you way out of your comfort zone. you are entering into unfamiliar territory, that alien landscape called “selling.”

in reality, though, you’ve been selling the whole time. to have won the work you’ve won up to now, to recruit the talent you have, to build the relationships you have – you’ve had to sell yourself at each stage. you’ve had to sell the idea that working with you is in the best interests of the other person, so you are always selling in one way or another.

pro member exclusive

how well do you represent your firm?

a cautionary case study.

by martin bissett
passport to partnership

the passport to partnership study collated a number of responses in a conversational style. the main example that really stood out as the major indicator of a need for each future leader to be able to “convert” new business is showcased below and was repeated many times in various different ways.

if this person wants to be considered for partnership in the future, we look at how are they promoting the firm to potential clients now.

meaning: if you’re trusted enough to represent the firm publicly, what perception are clients and potential clients getting about the firm based on their interactions with you?

more on the passport to partnership: 6 keys to the perfect proposal | what conversion really means for partners | the 4 winning communications habits of top accountants | 12 ways to determine your competence | sailing through the seven c’s to partnership

a case study

michael had done well. his profile was rising as he became one of the firm’s leading “rainmakers” due to his natural ability to engage and gain the confidence of business owners and influencers alike.

marketing & sales

6 keys to the perfect proposal

bonus checklist: 7 things that trusted advisors don’t need to do.

by martin bissett
passport to partnership

what makes a written proposal become accepted by the potential client – every time?

more on the passport to partnership: what conversion really means for partners | communication: putting it all together | the 4 winning communications habits of top accountants | what communication really means for partners | what culture really means for partners | what competence really means for partners | passport to partnership: new research shows wide gap between partners and partners-to-be

proposal writing is a micro-science in its own right but here are the proven principles that it takes to get proposals accepted. read more →

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martin bissett

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martin bissett is the author of

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winning your first client,
passport to partnership, and
meet your new best client

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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.

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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.

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