When it comes to compliance work, the value proposition is simple. Business owners know they need to lodge a tax return or file regulatory documents. Compliance sells itself—it’s mandatory. No convincing is required.
Advisory services, however, are a different story. Advisory isn’t a grudge purchase; it’s discretionary. Business owners don’t have to invest in it. So, why should they? Why should they pay for regular meetings, monthly reports, or strategic advice? Without a compelling reason, advisory services can feel like just another compliance item—something they could do without.
The Problem with Jumping to Answers
As accountants, we’re natural problem-solvers. It’s part of who we are, and it’s a big reason clients trust us. But when it comes to advisory, jumping straight to the answer—”You need monthly reports and meetings to achieve X”—is a mistake.
Clients aren’t looking for more answers when they don’t yet understand the problem or how it connects to their bigger goals. Imagine a client hearing, “Let’s meet monthly to discuss your financial reports.” They might think: I’m already busy—why would I pay for more meetings? Without context or understanding, advisory can come across as another chore, not a valuable resource.
Here’s the truth: clients don’t buy answers; they buy outcomes. They invest in solutions that connect with their frustrations, dreams, and aspirations. If we want to be successful with advisory services, we need to shift the conversation. We need to start by giving clients a reason to work with us, not just an answer to their problems.
The Key to Success: Giving Clients a Reason
To build successful advisory relationships, we must take a different approach than we do with compliance. Compliance is about the task; advisory is about the journey. The real value of advisory lies in helping clients bridge the gap between where they are now and where they want to be in the future. That starts with understanding why they should take the journey in the first place.
Giving clients a reason means connecting with them on a deeper level, inviting them into a conversation that uncovers their goals, challenges, and dreams. It’s about helping them see the value of advisory services before we ever offer a solution.
A Four-Step Framework for Advisory Success
If you’re wondering how to give clients a reason to invest in advisory, here’s a practical framework you can follow. These four steps will help you shift from providing answers to creating a foundation for meaningful, long-term advisory relationships.
1. Invite: Start the Conversation with a Vision
Begin by inviting your client into an advisory relationship. This isn’t about selling; it’s about creating curiosity and opening the door to a new way of working together. Use a framework or narrative to clearly articulate the potential value of advisory services. For example, you might explain how strategic insights can help them achieve personal goals like more time with family or less stress running their business.
At this stage, you’re setting the stage, not delivering solutions. Focus on what’s possible and how advisory can be a tool for achieving those possibilities.
2. Explore: Discover Their Goals and Challenges
Once the door is open, shift to a discovery mindset. Use open-ended questions to learn about your client’s business and their personal journey. This is where you connect emotionally, understanding not just what they do but why they do it.
Ask questions like:
- What do you love about your business?
- What keeps you up at night?
- If you had a magic wand, what would you change about your business right now?
By understanding their pain points and aspirations, you position yourself as a trusted partner invested in their success—not just an accountant with another service to sell.
3. Gather: Go Beyond the Numbers
Advisory requires more than financial data. To provide meaningful advice, you need a holistic view of your client’s business. Dive deeper into their operations, customers, and team dynamics. Learn about their workflows, time management, and long-term goals.
This phase isn’t just about gathering information; it’s about building trust. By showing genuine interest in their story, you create a stronger connection that makes them more open to your recommendations.
4. Maintain: Build a Lasting Partnership
Only after you’ve explored and gathered enough insight are you ready to offer an answer. Present your advisory services as a customised solution to their unique challenges and goals. Then, position your relationship as an ongoing partnership.
Advisory services shouldn’t feel like a one-off transaction. Use regular meetings to revisit goals, track progress, and adjust strategies. This ongoing engagement helps clients see the long-term value of working with you and ensures they view advisory as an integral part of their business success.
A New Way Forward for Accountants
Advisory services have struggled to gain traction globally because many accountants approach them the same way they do compliance—with a focus on tasks rather than relationships. But when you take the time to give clients a reason to work with you, everything changes. You’re no longer just their accountant; you’re their strategic partner, guiding them toward a better future.If you’d like a step-by-step approach to how you can implement these ideas, structure advisory offerings, and monetise your services, check out my book, Accounting Revolution. It’s packed with practical advice to help you connect with your clients, communicate your value, and succeed with advisory services.