How an Accounting Firm Almost Lost a Client

My friend John is the most senior partner in a medium-sized accounting practice. Over the years, he has provided reliable and practical advice to his clients. One of his largest clients, whom we will call Fred, had recently started working with a business coach without informing John.

Fred’s business was growing quickly, and he felt he needed guidance that went beyond what he believed John could offer. This situation is not unusual. Many accounting firms have traditionally focused on compliance work, leaving the door open for business development consultants to deliver commercial advice, even though accountants are well-equipped to provide this level of support.

What impressed Fred most was the consultant’s approach. He had never been exposed to behavioural style analysis or tools that helped him understand and manage people issues. The consultant began by obtaining a Behavioural Report from Fred. This gave him immediate insight into how to communicate effectively with his client and revealed emotional pressures that Fred might not have disclosed otherwise.

Fred was so impressed with the process, which was only one part of the consultant’s broader plan, that he arranged for his entire staff to be profiled. The consultant also obtained Open 360 reports where necessary and conducted surveys that uncovered information Fred would never have discovered on his own. The result was increased productivity after a reshuffling of responsibilities.

But that was only the beginning.

A Wake-Up Call for John

When the financial year ended, Fred told John about his experience with the business development consultant and explained that he had been advised to move from John’s firm to a practice that already used Extended DISC® methodology.

John realised that the consultant had offered a service he should have been able to provide. More importantly, he recognised that he was at risk of losing a major client. He immediately arranged for one of his team members to complete training in Extended DISC® methodology through one of our Master Trainers.

Although John understood the importance of HR issues, he lacked the tools to address people-related challenges effectively.

A New Opportunity to Add Value

Only a month after the training, another one of John’s clients asked for advice regarding the purchase of a competitor. Both businesses were labour-intensive, and John recognised that a key part of due diligence would be understanding the people involved.

The first step he took was to obtain Behavioural Reports from the management teams of both companies. This allowed him to identify communication challenges, emotional pressures, strengths, motivators, and potential fit. By selecting specific competencies aligned with each role, he produced reports that were meaningful, relevant, and practical.

The business owners were impressed. Not only did John provide a high-value advisory service, but he also generated additional revenue from the sale of hundreds of reports, as both management teams decided to profile their entire staff.

Why Behavioural Insights Matter

While behavioural analysis was not the only component of the due diligence process, it played an important role. Hiring and promoting people into roles that suit their natural behavioural style is essential for organisational success. Understanding team strengths and communication preferences is especially important when two separate teams are about to merge.

John now recognises this. He has become a strong advocate of Extended DISC® and FinxS reporting, especially their commercial applications. He has told us that his clients value the insights offered by the reports and appreciate that FinxS assessments can be tailored to focus on an unlimited number of competencies, whether for sales, management, customer service, recruitment, or diagnostic purposes.