How to Communicate Your Value

BONUS: Exercises to define your worth and tell the world.

By Martin Bissett
Passport to Partnership

An advisor is trusted when they can show that they

took responsibility for their end of the bargain in the client engagement,
educated the client of their responsibilities,
offered prompting and assistance throughout but then allowed the client to ultimately govern themselves in terms of following through on their commitments.

MORE: Internal Communication Can’t Be Overlooked | Communication Isn’t about You | How to Measure Partner Potential | Checklist: Partner-Ready Metrics | Checklist: 10 Keys to Landing Your Next Client | Focus On Your Client’s Concerns, Not Yours | 8 Questions for Business Success
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This then empowers the advisor to make a commercial decision when the client now faces the consequences, as to whether they want to communicate even more assistance to make things all better for the clients and gain huge appreciation and emotional capital.

Posted on March 2, 2022

Martin Bissett

About the Author

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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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