Inspired by The Lifestyle Accountant Show Podcast with Meryl Johnston and Jason Andrews
Let’s be honest—most accountants would rather balance a complex set of books than sell a service. Selling can feel awkward, pushy, and frankly, outside our comfort zone. We didn’t become accountants to sell; we became accountants to help. But what if growing our advisory services wasn’t about selling at all? What if it was about doing what we do best—helping clients—only in a more structured, firm-wide way?
This idea hit home for me while listening to a recent episode of ‘The Lifestyle Accountant Show’, hosted by Meryl Johnston. And a big shout out to Meryl, I love the show!! During this particular episode, guest Jason Andrews mentioned something that got me thinking: there are documented instances where better ROI can be achieved through strategic sales and marketing efforts than through the traditional route of fee acquisition. This is particularly true when it comes to growing advisory services—an area where many of us struggle to move beyond the perception of being “just the tax person.”
Here’s the link to the episode if you want to take a listen.
The Sales Aversion: Why Accountants Dislike Selling
For most of us in the accounting profession, the idea of selling anything can feel like a major turn-off. We’re not natural-born salespeople; we’re problem-solvers, trusted advisers, and guardians of financial integrity. The thought of “pitching” services can seem out of sync with the ethical and professional standards we hold dear.
But here’s the twist: growing our advisory services doesn’t have to mean “selling” in the traditional sense. It’s about helping clients understand the full value of what we can offer—and that’s something we already do, albeit informally, every day.
A Common Approach: Advisory for Partners, Compliance for Accountants
Recently, I asked an experienced firm owner about their strategy for advisory services. She shared something that I’ve heard echoed in many other firms: “It’s typical—the partners do advisory, and the accountants do compliance. All the advisory is left to us.” This separation between advisory and compliance is common, but it can create a significant bottleneck for growth. When only the partners are involved in advisory, the firm’s capacity to deliver these services is limited by the time and availability of a few individuals.
This approach also reinforces the idea that advisory services are something “extra” or separate from the day-to-day work of the firm, rather than being integrated into the overall client experience. But what if we could change that? What if advisory services were a natural extension of the work everyone in the firm does, supported by a collaborative, firm-wide approach?
Leveraging Non-Accountants in a Firm-Wide Approach
Here’s where it gets interesting: the best people to initiate these advisory conversations might not even be the accountants themselves. In many firms, the client services team, admin staff, and even marketing personnel play a crucial role in client relationships. They’re often the first point of contact, the ones who truly understand the clients’ ongoing needs and challenges.
When a firm adopts a unified, firm-wide approach to growing advisory services, these non-accountants can be empowered to start the conversation in a way that feels natural and non-pushy. They’re not “selling” in the traditional sense—they’re engaging clients in discussions about their business needs, which can seamlessly lead into advisory opportunities.
This kind of collaboration ensures that the entire team is aligned and working towards the same goal: helping clients succeed. It also removes the burden from accountants to be the sole drivers of growth, allowing them to focus on what they do best—providing expert advice and solutions.
The Need for a High-Level Framework
However, for this approach to be effective, it needs to be structured. Without a clear framework, the risk of misalignment increases—where promises made during initial conversations don’t match up with the client’s experience later on. This is not just frustrating for the client; it’s potentially damaging to the firm’s reputation.
This is where a high-level conceptual framework, like the Business Metamorphosis® model, becomes invaluable. While this blog isn’t about promoting a specific model, it’s worth noting that having a structured system in place helps ensure that everyone in the firm—whether they’re in accounting, client services, or administration—understands their role in delivering consistent, high-quality advisory services.
The Business Metamorphosis® model, for example, offers a step-by-step approach to client engagement, from the initial invite and exploration of needs to the gathering of information and maintaining the relationship over time. This process doesn’t just align the team; it ensures that the client experience is seamless and that the value of the firm’s advisory services is clearly communicated and consistently delivered.
Rethinking Sales: It’s About Helping, Not Selling
At its core, growing advisory services isn’t about pushing clients into something they don’t need. It’s about positioning your firm as a trusted partner who can help them achieve their goals—something that all team members, not just accountants, can contribute to.
When the entire firm works together under a structured approach, the process feels less like selling and more like the natural extension of the client relationships we’ve already built. Clients start to see the value in what we offer, not because they’ve been sold to, but because they’ve been helped in a meaningful way.
Reflecting on Your Advisory Growth Strategy
As you think about the future of your firm’s advisory services, consider the role that everyone in your team can play. Are you relying solely on fee acquisition, or are you leveraging the collective strengths of your entire firm? Are you working as a cohesive unit, or are there gaps between what’s promised to clients and what’s delivered?
By embracing a firm-wide approach and considering the value of a high-level conceptual framework, you can ensure that your advisory services are not only positioned for growth but are also consistently delivering the value your clients expect.