How to Forecast Your Practice Growth

financial graph on blackboard5 questions to ask yourself.

By Martin Bissett

If I could give you one tip that would assure that you could predict your consistent practice growth, it would be to look at your calendar.

MORE ON BUSINESS DEVELOPMENT: Build and Maintain Your Referral System | How to Calculate Your Growth Target | How to Create a Winning Proposal | How to Prepare for the First Meeting with a New Prospect
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You need to look at what is on your calendar and to look at today’s date and ask, "Where is the money coming from this month?" Look at what recurring fees you have, look at the value of those fees and what they bring in. Then consider what would happen if any of those fees did not recur. Look at what would happen if those fees dropped out of the equation and think about how you would replace that income.

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Martin Bissett

Martin Bissett

About the Author

Martin Bissett is the author of

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.

And he is co-founder of AddviserPlus, a training and consulting hub for accountants and bookkeepers who are ready to go beyond commoditized compliance and technology-based services and embrace the prosperity and rewards from providing high-value advisory services, one client at a time.

Learn more about AddviserPlus here

Get Martin Bissett's Practice Growth Checklist

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Previously, Martin served ten years on the board of the 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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