Empowering staff and clients to drive growth in large accountancy firms

All hands must be on deck if you want growth to be more than a mirage for your large accountancy firm.

That means everyone must be a part of the journey, from partners to trainees and clients.

But why is this more urgent for a large accounting firm, and how do you get these stakeholders on board?

Why everyone matters on your growth journey

In a smaller accountancy firm, the bond formed by the compact crew is strong. Leaders work closely with junior staff, and the relationship with clients is watertight. A few shining stars can win key clients and lead the way.

At least that’s the ideal.

For larger firms, it’s different.

Bigger ship, bigger problems

A large firm means a large “ship”, and that brings its own set of problems.

First, the bigger the firm, the harder it is for everyone to know the heading. Deep in the “lower decks”, junior staff start to resent not knowing their destination.

Clients might have better-looking quarters on this bigger ship. But, as it seems to grow even bigger, they don’t know all the new staff on deck. They feel forgotten.

When the economic waves get choppy, they consider abandoning ship. They hear the siren call of other, more promising firms.

So, what can you do?

Why empowering stakeholders matters

As our seafaring analogy suggests, accountancy firms are built on relationships. Lose those relationships, and you lose trust.

That means you must bring staff and clients closer to the growth process. Put your staff at the heart of growth strategies, and help clients discuss the things that matter to them the most.

Engaging employees in the growth journey

Behind every successful firm are employees who are motivated, empowered, and aligned with its goals. Here are a few ways to ensure your team remains at the heart of your growth strategy.

Encourage fresh thinking

Many firms of all sizes are moving towards advisory services, using automated software to free up their time for this lucrative work. But where can your teams go next if they already provide (and charge for) this service?

The next stage could include introducing new methods for clients to explore company data, investigating emerging technologies that may assist them, or addressing concerns like cybersecurity.

Ask your teams to uncover untapped opportunities for clients. For example:

• Look into trends that might impact their clients’ business.
• Take inventory of any promising projects for clients that ended up being saved for a “rainy day”.

Share best practices: Regularly hold cross-department meetings to share strategies and insights. For instance, teams that excel in onboarding new clients can provide valuable lessons for others looking to refine their processes.

Mergers: smooth processes keep new staff happy

The larger your firm, the bigger the merger and the more complex it gets.

Any bump in the road for acquired staff can cause disillusionment and division, whether it’s a problem with employment terms or a new blocker in day-to-day work.

Consider bringing in experts to help with management, internal communication and legal matters if you don’t have the right expertise in-house. This is especially critical if the firm you are buying is located in another country. Remember, even England, Scotland and Ireland have different employment laws.

To ensure staff can succeed when doing their job, pick an appropriate time to review the incoming firm’s systems. Determine if they are using software and services that are compatible with yours – you can then decide whether to integrate these systems or transition them across.

Remember: Clients need reassurance, too; they need to know their service won’t change. Mergers can lead to staff departures, and this might leave some long-term clients with an unfamiliar accountant. The result can be uncertainty and a risk of churn. Clear lines of communication with both staff and clients is the key here.

Engaging clients as partners in growth

Client meetings and calls often become routine after a while. They become agenda-driven sessions focused on updates and follow-ups.

Encourage these meetings to break free of this cycle. Actively involving them in your firm’s growth efforts strengthens trust and fosters long-term loyalty.

Ask probing questions: understand their challenges on a deeper level. Beyond tax efficiency or compliance, what are their long-term goals? What worries keep them awake at night?

Encourage junior contributions: Client meetings can be an opportunity for staff, including junior members, to develop personalised services for clients and take a step towards promotion by developing new business.

What happens if a client is already distant?

If the client is sending someone to meetings or calls in their place, consider finding an excuse to get leadership back around the table – it could be year-end, or the anniversary of when they signed a contract, or a new member of staff has joined your firm. You could make an occasion out of it and invite them to lunch or (if their policies allow it and the client is big enough) an awards dinner.

Take the next step

If you’re looking to equip your team with more detailed strategies and insights on empowering staff and clients, be sure to download our in-depth FREE guide for larger accountancy firms.

It’s packed with actionable advice to ensure your firm thrives during growth.  

It covers:

• How to strengthen and protect your firm’s identity as you get bigger
• How staff and clients can buy into and help drive your growth
• How you can build an internal system that will support scalable, people-first productivity

Click here to get the guide.