Changing Behavior Inside the Firm: Embracing Soft Skills for a Proactive Shift
In this episode of A Look Into the Future, Paul Latham from Hayden Rock Solutions delves into the importance of behavioral change for accounting firms transitioning from backward-looking to forward-looking advisory roles. Paul emphasizes that while many accountants understand the need for change intellectually, implementing it requires confidence, soft skills, and sometimes external coaching.
Why Behavioral Change is Crucial for Accountants
Paul explains that many accountants grasp the need to shift from traditional compliance work to advisory services but struggle with the behavioral changes necessary to make it happen. He uses the analogy of brushing teeth with the non-dominant hand to illustrate the discomfort and intentional effort required to change ingrained habits. Just as learning a new skill takes time, so does becoming a proactive, forward-looking advisor.
The Intellectual vs. Practical Gap
Most accountants intellectually understand the need to evolve, yet find it challenging to bridge the gap between knowing and doing. While the tools for advisory work are readily available, applying them with confidence is often the primary hurdle. Paul likens this process to learning to use a new smartphone—while the features are useful, it’s ultimately about leveraging them effectively to communicate and connect.
Three Essential Components of Behavioral Change
Paul identifies three core components that can help firms facilitate behavioral change:
1. Valuing Soft Skills
Transitioning to an advisory role requires accountants to develop soft skills like communication, empathy, and adaptability. These skills aren’t traditionally emphasized in accounting education, making them challenging but essential for connecting with clients and fostering a proactive culture.
- Soft Skills for Success – Developing client communication, presentation skills, and relationship-building techniques allows accountants to engage clients more effectively.
- Gradual Improvement – Paul points out that incremental progress in soft skills, rather than an overnight transformation, can significantly impact client interactions.
2. Building Confidence with Process and Support
Paul shares an example from his own firm, where providing a struggling partner with a structured script and external training dramatically improved their confidence and performance. He emphasizes the need for both process support (like scripts or templates) and confidence-building through practice or coaching.
- Structured Processes – Scripts, presentations, and templates offer a reliable framework, helping team members feel prepared in client discussions.
- External Training – Training programs, such as public speaking or client engagement courses, can help accountants become more comfortable in proactive roles.
3. Leveraging External Coaching
Behavioral change often requires a level of expertise that goes beyond internal resources. Paul advocates for bringing in coaching experts to guide the firm’s shift in mindset. Coaches can help accountants navigate personal challenges, strengthen their soft skills, and develop the confidence needed to engage clients proactively.
- Invest in Coaching – Coaches bring specialized skills and techniques that foster the mindset shift necessary for proactive services.
- Recognize the Limits of Internal Training – In many cases, in-house encouragement isn’t enough. Coaches provide an objective, structured approach to behavioral development.
Embracing Behavioral Change as a Long-Term Goal
Paul reminds accountants that the journey toward becoming proactive advisors isn’t quick or easy. Instead, it’s a gradual process that requires consistent effort, external support, and a willingness to embrace new ways of thinking. Firms that prioritize behavioral change as part of their transition strategy are better positioned to become relevant advisors in an evolving industry.
Conclusion: The Path to Becoming Forward-Looking Advisors
Behavioral change is a vital part of evolving into a forward-looking advisory role. By valuing soft skills, building confidence through structured processes, and investing in external coaching, firms can create a proactive culture that better serves clients. As Paul emphasizes, change is challenging but essential for those looking to stay relevant and impactful in the accounting profession.
