In today’s episode of ‘From the eLearning Trenches,’ we asked one of our learners, a client service administrator in public practice, to consider what needs to happen to change the way the firm deals with clients?
Learner Reflection
The first potential roadblock that I can see, is with myself.
I am the newest member of the firm. I have been working here for two Tax Seasons (coming up to three now). All other staff have been with the firm for up to ten years (or longer), and management includes the owner of the franchise. I am obviously hesitant to suggest ‘new ways of doing things’, when I have not even been with the firm for two years.
And what right do I have to change the way that the business is currently working? In this case, I really will just need to ‘stand up’ and offer suggestions for how we can improve current procedures – there really is no other way!
The second potential roadblock is that it appears that ‘this is the way that we have always done things [so why change?]’.
The firm has been running successfully for quite a number of years now, and even though I can see places where improvements can be made, I fear that the response will just be ‘No. That’s not how we do things here’.
Again, the impetus will be on myself to bring my suggestions up. It would be useful to be completely prepared with drafts of the potential documents already created, and/or suggestions relating to how the new procedures/actions would work in the future. This would reassure the firm members that I have already thought my suggestions through and have answers to all of their queries.
The third potential roadblock is that some of the suggested actions proposed actually require the relevant staff members to ‘stand up’ and tell the clients ‘no’.
Many of the personalities of both management and of the accountants are very ‘accommodating’ to their clients, and they do not appear to be very ‘assertive’ personalities. This could be a problem ‘further down the track’ after the new procedures and processes have already been agreed to and implemented at the firm.
Having accountants and/or management still ‘yielding’ to the whims of clients against the new procedures, would ‘weaken’ the procedures that have been put into place, to the extent that we perhaps shouldn’t have bothered changing them to begin with. Therefore, we will need to address how the new procedures will be upheld before the staff are placed into a position where they are ‘urged’ to ‘bend-the-rules’.
We will need to be prepared for such circumstances, even to the point where management and/or the administration team are prepared to contact the client to tell them that “that is not the current procedure, and that they will need to follow the new procedures as requested.”
Feedback from our experts
It’s really hard changing behaviour when we’re used to doing things a certain way. Steve Covey talks about the intersection of knowledge, skills and motivation in changing habits. We can have the knowledge, however if we’re not motivated to change, it’s likely that we’ll continue to do what we feel comfortable with.
This is especially a challenge when managing client relationships. Professional services firms are generally very good at ‘service’ when it involves responding to client needs and expectations, however they often struggle when trying to communicate firm expectations in relation to systems, procedures and communication.
This is most often an issue for services regarded as transactional. Focus is on outcomes rather than processes. The firm is good a responding and reacting, but less effective at being proactive. It’s often experienced partners and managers who are the worst offenders … they don’t see the reason to change the way they engage with long-term clients … or they simply feel very uncomfortable suggesting changes to processes that have ‘worked’ for a long time.
It’s actually not as complicated as it seems to ‘change the way we do things.’ An annual re-engagement of all clients can effectively reframe the relationship and define the terms of engagement moving forward. A simple conversation with clients may be:
- What we’ve done in the past has been good.
- What we’re aiming to do in the future is better.
- We’re determined to establish clear guidelines for communication with clients.
- This is consistent with industry standards and will allow us to improve our service.
- It will help us be more aligned with your needs and add further value.
Consider the following 3 actions that your firm can take to reframe client relationships:
- Establish Mutual Expectations in Relation to Communication
Clear communication expectations eliminate much of the uncertainty and frustration that can arise in client relationships. By establishing these parameters upfront, both parties understand their responsibilities in maintaining open lines of communication. This approach can lead to more productive interactions, as both sides can prepare adequately for discussions and ensure that they are addressing matters in a timely manner. Furthermore, it can help in prioritising tasks and managing workload more efficiently, as both the firm and the client have a clear understanding of response times and preferred channels.
Action: Implement a communication protocol that outlines how and when communications will occur between the firm and the client. This includes specifying preferred communication channels (e.g., email, phone calls, in-person meetings), setting response time expectations for both parties, and identifying primary points of contact.
- Provide Annual Re-engagement Letters
Annual re-engagement letters are an excellent tool for setting the stage for the year ahead. They provide an opportunity to review the scope of work, adjust as necessary based on changes in the client’s business or in regulatory environments, and address any issues that may have arisen in the previous period. This process not only ensures that both parties are aligned with the current terms and conditions but also reinforces the firm’s commitment to transparency and ethical business practices. Moreover, it’s a tangible way to remind clients of the value the firm brings to their business, potentially opening the door to discussions about additional services that could benefit the client.
Action: At the beginning of each financial year, accounting firms should send out re-engagement letters to their clients. These letters serve to reaffirm the terms of the engagement, outline any changes in services or fees, and remind clients of their responsibilities in the relationship.
- Outline Workflow Scheduling Procedures
Workflow scheduling procedures are crucial for managing expectations and ensuring that all work is completed efficiently and on time. By outlining these procedures, clients understand when to submit their documents and information, what to expect in terms of deliverables, and how the firm handles peak periods, such as tax season. This clarity helps in minimising last-minute rushes and stress, improving the quality of work, and enhancing client satisfaction. Furthermore, it demonstrates the firm’s organisational skills and commitment to meeting deadlines, which can be a significant factor in retaining clients and attracting new business.
Action: Develop and share a clear workflow scheduling system with clients, detailing how tasks are prioritised, timelines for regular deliverables (e.g., monthly financial statements, tax filings), and the process for handling urgent or ad-hoc requests.
Key takeaway: Reframing client relationships can not only enhance client satisfaction and retention but also streamline operations and foster a culture of mutual respect and understanding.
This assessment task and response is taken from the Client Concierge eLearning course (assessment task 8.3). Click here to explore this course
Also, take a look at the Responsible Workflow Management eLearning course.
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