Are you confident enough with your numbers? Listen to your host Michelle Weinstein as she shares valuable insights about pricing strategies and why you should stop justifying and explaining your accounting fees with Rob Jolles. Rob is a speaker, author, consultant, and coach who stresses the importance of knowing your worth and value. In this episode, he shares actionable implementation strategies you can execute in your business regarding discounting fees and answering clients’ questions. In the financial industry, it is common to feel the need to justify and explain your fees, but you shouldn’t give clients a discount just because they ask to. Elevate your decision-making process and understand that your daily financial roller coaster ride should not be as exhausting as it ought to be. Have complete control. Tune in as he shares the incremental changes he made to his speaking engagements and how he adds value to his clients.

—

Listen to the podcast here

How To Stop Justifying And Explaining Accounting Fees With Rob Jolles

We have a special guest, a returning guest who is the sought-after professional speaker and five-time bestselling author. His name is Rob Jolles. He spent several years teaching, entertaining, and inspiring audiences worldwide. His career has taken him over 2.5 million miles in the air. It has allowed him to amass a client list that reads like the who’s who of Fortune 500 companies, including Toyota, Disney, NAFA, and many more. You’re going to hear about a company called Xerox that probably none of us use anymore.

I’m excited to have him back on the show because he speaks the exact same language in the world of sales. He is a sought-after sales trainer for big corporate companies but transpires to what we do here at the show. Before we welcome Rob to the show, as a tax and accounting professional, I know you are sick of grinding fourteen hours a day, sacrificing time with family, postponing vacations, being on this financial roller coaster of discounting fees, and end up resenting the work and it’s being seen as a commodity.

None of this is your fault, and you’re going to notice that in what we’re teaching because nobody’s training you on how to fix these problems and connect the dots. If you want to step up and take complete control of your firm’s profitability, double revenue with ease, charge higher fees with confidence, have clients who appreciate you for the value you provide, and get paid your worth, here’s what I have for you. My team and I, Denise and I, have set aside the next several hours to speak to some of you personally about how you can apply these ideas to your firm now. Head on over to TheAbundantCall.com to book your call with us.

Whatever your biggest challenges are, we’ve seen them, and we know how to overcome them, especially with pricing, which we’re talking about now with Rob. Head on over to TheAbundantCall.com. We’ll get on the phone for about 45 minutes. We’ll get crystal clear on what is not working in your firm right now and also the steps to get to profitability, doubling your revenue, and charging premium fees, especially from your clients.

—

Welcome, Rob, to the show.

It’s good to be back.

It is great to have you back. I loved our conversation last time. For those readers that haven’t read that episode, check out Breaking Down The 6 Stages Of The Client Decision Cycle. We’re talking about one of my favorite topics of all time, which is pricing at its finest. I’m happy to have you back here on the show with us.

You’re not the only one who likes that topic. Every client I have wants to talk about pricing, closing, or objection handling. It seems to be the big three.

People always ask me, “How do you price?” I’m like, “It’s a process.” I have a lot of accounting clients, firm owners, and tax firm owners. When I ask, “How did you come up with your pricing?” Most of the time, they said, “I called our competitors in my area. I asked them what they charge for different services.” I also have heard from many clients that they’ve made a pricing spreadsheet calculator with all these different forms, text forms, how many entities or houses you have, and other things that created their pricing. I would love to hear your school of thought on pricing before we dive into all the nitty gritty.

A lot of times, it’s established pricing and battening down the hatches for potential pricing objections. That’s the harder issue because, in terms of coming up with pricing, there are a couple of thoughts, and you hit on it. One is the benchmark. We don’t pull prices out of thin air. What is a firm similar to your firm doing similar work? I don’t think that’s thrown anybody who’s reading. My guess is to where you’re getting thrown. That is how much detail to go into, where did you come up with these numbers, and what do we share with the client?

From my pricing, when I price something, I’m always trying to keep it logical. I’ll give you a quick story. In the world of seminar delivery, we tend to bill what’s called a flat rate. If you want a sales trainer for a day program, it’s this much money for twenty people. That’s it. I began throughout my career to mutate a little because I thought, “That’s easy enough.”

It was up to twenty people, and I was charging a per head number. All of a sudden, I was showing up in towns where somebody wasn’t feeling well, two people got let go, and that ate into my income. That’s one. We flat rate. I’m a believer that if you can do flat rate things, that keep the conversation down from, “What if we don’t do this, have that, or add this?”

For a lot of the firm owners who I’ve spoken with, worked with, and those reading, they get stuck in this rut like, “How do I not justify or have to explain my fees?” In our world of a firm owner, it’s having a package price. This is the price for these services. It doesn’t matter if you do 1 or 10 of them. This is the whole enchilada. It’s like the tortilla, the meat inside, the cheese on top, and the sauce all in one.

That speaks to the logic of this. When I started, I had flat-rated programs. I’m going to make up a number. Let’s say that I flat-rated the program. When you broke it down, it was $500 ahead. Remember when I said, “Keep it logical?” All of a sudden, I had clients that said, “What if instead of 20, I put in 25?” That’s going to be a flat rate plus $500 per head more. You’re adding about a quarter to the program. What do you know? Magically, it comes out to a 25% increase.

My point to you is this. You have to be prepared to provide logic to the numbers that you’re giving a client. What scares me a little bit about accountants, because they’re analytical, is to remember that not all your clients are accountants. Many of us are more like me, more social in nature. Some are more dominant in nature. You don’t need to go into enormous detail on your pricing with probably two-thirds of the clients that you’re talking to.

If it’s analytical, how did you come up with these numbers? If it’s a dominant client and you go, “Let me tell you how I came up with these numbers.” That the dominant client goes, “I prefer you not. Just tell me what the number is.” What we’re talking about is establishing the numbers. I’ll pause for a moment because what I want to get to is, what happens when somebody says that number is too high? What happens if you were feeling your numbers are too high? How do you justify your numbers? To me, that’s where a sales trainer comes in.

I like to say, “How do you not have to justify your numbers?” I feel like when we’re justifying our fees, people aren’t seeing their value, or one might be inclined. A lot of people here have lowered their fees, have caved in, and have given a discount, “I’m going to do free work.” They find you or me. They’re like, “I feel undervalued and underappreciated. I worked many hours, and I’m not getting paid what I deserve. We get in this rut of this vicious cycle.” What would you say is the best way when you get someone asking you, “How did you price it?” How do you not justify your fees but be stern and direct?

I want to hit hard on how we get to this point, but I want to answer your question though. This is one man’s opinion. I hope I don’t disappoint anyone because here comes the magic pill. It isn’t a magic pill. With my numbers, I practiced in front of a mirror, spitting out the numbers that I charge for the sessions I deliver because, in a sense, we’re all wobbly kids with our knees knocking a little bit when we throw a number out and think in our small juvenile brains, “Am I worth it?” Of course, you’re worth it, but we have to practice.

Sometimes, it’s not the words but the tune. It’s being confident when you put a number out. I do believe that takes either preparation or at least having them somewhere accessible. When somebody says, “What does it cost?” you’re not hunting, pecking, and humming to try and come up with your numbers. It’s easy, smooth, and fast. To me, that’s how you get somebody off of it. We don’t want somebody to think you’re nervous while you’re presenting them with your numbers.

I always like to share, “We sell with confidence.” People buy confidence and certainty more than they buy a price or fee. When we’re nervous, we’re not smooth, we haven’t practiced, or we haven’t said these types of fees in the mirror, that’s when you end up justifying your fees, lowering them, or having to have the need to explain. When in reality, you don’t have to do any of that at all.

There are a lot of companies out there that will question whether they want to work with you because your fees are too low. There are speakers’ bureaus that will not send me out because my number is too low. There are others that like my number. Several years ago, I had to bring some numbers up because there are a lot of people that will assume, “I don’t want a budget accountant. I don’t want a budget sales trainer or speaker. I want a good one.”

We’re talking about spitting your numbers out. What I would love to do if I could, is I want to go back. I want to figure out how we made this thing seamless twenty minutes ago because a lot of people are spitting out facts and figures, and here come the numbers. Pricing is won or lost. We’ll back into the conversation on how urgent this job is.

Urgency is always key. There’s only so much work you can take on if it’s yourself and maybe 1 or 2 other people. Not only with urgency but also with capacity and having to assert a certain number of spots for clients because we can’t help everybody and anybody. That’s the original old-school mindset of most of the accounting and tax firm owners that end up contacting me to work with them. I’m burnt out. I’ve taken on everybody. I have all of this low-value work, and people are still nickel-and-diming me and asking me. I feel like I have to justify and explain my fees to everyone when I don’t even have time for that because you’re not being paid for that.

I use the word urgency freely. When I talk about urgency, I talk about, for me, the secret of the selling side of this. How important is this to the client? If I’m mildly disappointed with the QuickBooks program I’m using, or the buddy of mine who does my accounting, who I don’t like, but we do play basketball together or whatever. In other words, I’m sitting in there at this place I don’t like the way I’m doing it, but I’m not sure I want to change. All we do is provide the solution to my problem. I’m going to get a pricing objection, particularly if I’m not the least expensive accountant in town.

When I say go back, in the sales cycle, there is trust. That’s keeping our questions open and listening. To me, that’s the easy part of listening to me telling you about my business. When I say urgency, I want to hear what brought you in here now. Unless you took a wrong turn, you’re trying to fix some problem. How big is that problem?

What I’m worried about with many people who aren’t formally trained in sales is that the moment they catch wind of a problem, “I’ve been handling my books myself. My accountant retired, but they put somebody else in. I don’t even know the person, but we don’t seem to be clicking,” the knee-jerk reaction is, “Click with me. I’m going to show you how we do it. Here’s what we do. There’s a pricing objection.”

Accounting Fees: When we throw a number out and wonder if we’re worth it, then we have to remind ourselves that we are. Sometimes it’s not the words, but the tune here. It’s being very confident when you put a number out and that takes preparation.

What if we trained ourselves to think more like an accountant?  Somebody gave you a vague hint of a problem that we’re having. Why did you run off and solve it fast? If you want to make this nice to have and need to have and diffuse price before it comes up, for goodness sakes, stop solving problems for clients even if you know how to solve the problem. Let them talk about it more. Feed them more questions. Ask them about how long this has been an issue.

How much has this cost them? What effects has it had here? What impact is it having there? Do not leave the problem. If you stay put here, my hand doesn’t need it. I can promise you. You’re not going to get hit as hard on pricing once somebody sees that the ramifications of this issue, although I’ve been lucky, could be much more severe. Why would I think this is a much bigger problem that I have to solve than I thought and do it as cheaply as possible? One does not follow the other, but we have to do the work early. We got to ask more questions about the problem.

I always talk about it, and I’d be curious since someone might be thinking, “Why are you talking about problems when we’re talking about pricing?” The longer you spend talking about their challenges and problems, the less time you will hear a pricing objection or have to justify or explain your fees. It will go away because it’s about the ramifications. When I share and teach this, I always say in an hour’s meeting, you should be talking about their problems and letting them feel those for at least 20 to 30 minutes.

It’s hard for me to put a time on it but I like where you’re coming from. We should be spending the majority of our time not just understanding the client’s business but understanding their challenges. If I don’t have any challenges, you’re not going to see me taking your phone call or sitting in front of you. If it’s perfect, why am I here? There’s something that I am grappling with.

If you read the other episode we did, and you study that decision cycle, you remember that needs don’t come from heaven. They don’t drop out of the sky. They are formed by problems. Even if somebody says to you, “It’s nice to meet with you. I am looking for an accountant that can simplify how they communicate with us.” I can tell you right now without being Kreskin or a mind reader that they didn’t read that out of a magazine.

Whoever they’ve been working with has been confusing them. They don’t understand. They’re lost. That’s where this need came from. I don’t want to hear any more about the need. I want to know what challenges they’ve had in the past. I’m trying to understand this part of their business. I lay in even odds that I’m going to be right when the client says, “That’s been a challenge for us.” That’s the one we want to dig in on. That’s the one we want to stay put on because the challenge didn’t happen yesterday. It has happened for a while.

Maybe pricing scared them off a few times because they got a nice bargain basement accountant doing their work for them. We have to stay put. In the sales world, we call that developing probe, sometimes impact probes, but probes that deal with, “Tell me more, explain that, how long, how much, when, who, and how,” but do not solve the problem. If you do that, that’s the best pricing tip you’re going to get on this show. I’ll give you all kinds of reactive moves. That’s the best proactive move you can make.

I’m glad you’re here preaching and solidifying everything that I’ve been talking about since I started this show in October of 2018. Let’s say you talk about the problem, and you’re doing a lot of speaking engagements. You came up with your fixed pricing, not based on each person. How did you come up with your numbers? If you could walk us through that thought process. For those people who might be thinking, for clients that work with me, they learn how I do it.

I’m curious to know for you when you do your speaking engagements, and you want to be the best sales trainer versus the cheap one, how did you come up with those prices? You said you raised them, too. You could get different speaking opportunities. If you could, walk us through some steps or your thought process on that.

This was several years ago. The first thing I did was a benchmark. I wanted to see what someone like me was charging. That’s almost boring to hear that, but that’s how we open the door and walk through the door. I needed to get a sense of, “I’m fairly new at this. I got one book. It isn’t even out yet. What does a guy like that charge?” We got a number. That was the easy part.

It’s almost like when you sell a house. The market speaks. You don’t have to worry. The market will take care of it from there. My wife is an artist. Everyone was like, “How do you come up with your numbers?” When she started as an artist, if you got her work several years ago, you got yourself a good deal because she was establishing herself. She noticed with that good deal, people were gobbling up that artwork almost too fast. She began to raise the price, and she raised it a few more times. We slowed down on sales a little bit. We pulled back a little and froze there a little bit. The market speaks.

Michelle, you said, “Accountants only have so much capacity for the number of clients they work with.” I would allow the market to speak to you a little bit and see what happens when you raise. Are you no longer able to hold on to clients? My numbers kept going up until I noticed that my gigs were slowing down. I was like, “That’s my number now.” That’s where I stay. It tends to move a little more like stairsteps than a straight-up graph. I stick, stay, and probe a little bit. That’s one person’s approach. In this part, I’m not an accountant. I’m a sales trainer.

It goes for any business that’s a service-based business. I like your approach to that, which is the market speaks. Let the market speak. I’d be curious to know over the several years, when you kept raising it up until your gigs slowed down and you were on your stairstep to greatness into space, Mars, and all that, what increment increases did you go up?

For a lot of people reading, high-value consulting work, tax planning work resolution, some of the bigger engagements, not the compliance type work that’s more seen as a commodity, the increments can go fairly up. I’m curious to know what incremental changes you made to your speaking engagements because they are similar to any of the accounting or tax services.

I typically looked at that number right around 10%. Those were my numbers, but let me say one other thing that is important. It’s not unusual. Probably, those who are reading know what I’m talking about. People look at your numbers and say, “That looks good, but could you discount it for me a little bit because our wives play mahjong?”

I struggle with discounting, not that I don’t discount. Everyone who’s reading now is going to go, “We know how to get Jolles to discount.” I don’t mind. I want my clients to hear what I’m about to say. I’m okay with a discount, but you must give me a reason. You can’t ask me for a discount because you would like a discount. Let me give you an example. When somebody says, “It’s a little bit higher. Is there any way you could come down X amount?” I sure could if we do multiple events and if we add this end to it.

You’re willing to take slightly less profitability.

I’m wanting the client to form those words. Give me something, because let’s go back to that artwork. How do I justify selling a piece of art to one person at a price, but another person says, “Could I have it for less?” I went, “Sure.” I devalued my own work. What if I said, “I’ll take 10% off if you pick two of these pieces of artwork?”

In other words, give me a reason to discount. Where I struggle is simply offering a discount because you asked for it. Frequently with me, what I’m looking to do is, “Let’s do more sessions. Let’s add some coaching elements to this.” There are many different things that we can add that will add value to the client but provide a bigger landing space for us to work with.

It’s bigger footwork like someone who might be working for an accounting firm owner who engages on annual engagement and pays you a year upfront. Maybe there’s some way that you can shave off a little bit. This is the only time the readers will ever read this because I completely don’t agree in this industry to do any discounting or anything like that. A lot of accounting firm owners and tax firm owners have their family four generations, or some elderly, and you still have to do the same work. It’s like your artwork example. You can’t say, “For you, you’re this.”

You can’t pull it out of the sky. It has to be equal. Otherwise, you devalue yourself. That’s the biggest mistake I see many firm owners who are losing hundreds of thousands of dollars from their top line revenue because of devaluation of their value, perceived value, and worth. We get in the cycle. It’s a vicious one.

The only way it would work in this world is if they sign an annual engagement and they pay twelve months upfront. Not monthly, because what if in six months they’re like, “Okay, bye?” Anyone can cancel at any anytime at the end of the day. You have a contract, but how many of those are held up in court? Not many. Pay in advance situation or, in your situation, a commitment of 12 speaking engagements over a 12-month period versus 1, the revenue is much greater on that, and the profitability you can absorb a little bit less.

Accounting Fees: Let the market speak. If you do that, pricing becomes easier.

I love what you were describing of that year upfront and whatever. That’s a win-win. Did we pioneer that? How many things do both of us have programs that we’re both in right now, where if we pay my home insurance in one payment, it’s going to be less than if I pay it quarterly or monthly? We’re justifying something that helps the client and helps us.

I’m with you 100% on this. I can’t discount because you smiled at me and said, “Could you?” It’s not fair to my other clients, and it’s not a smart way to work. Could we shift the conversation to what happens if we’ve put that out there and somebody still objects to it and says, “I think that’s too much?” What do we do now?

I love to hear what you would do. I know for the readers and what they’ve read me say. We would handle the objection properly. If it’s still not a good foot, we would say, “I wish you nothing but the best, but we don’t get into price negotiations, no justifications, and no explaining once you have it set in stone.” We’re also looking where the firm owner takes responsibility.

Did I focus on the problem? Did the need fall out of thin air? No, they’ve had these problems for a long time. If you go and solve them right away, they feel like they don’t need you for anything. You did a bunch of free work. What’s your take on it when you have to ship to someone who still has the money price objection?

We got the proactive part, stay on that problem longer, let them show you the ramifications of it, and you’re diffusing price, but we’re also in the real world, which says, “We got a number out.” Somebody says, “That’s a little bit higher than the accountant I have been using. That’s too much. Can you discount it?” What do we do? There are a couple of approaches. I’m going to throw out a few of them. One of them is a little unusual. It sounds mildly confrontational but bear with me for a moment.

I say it with a smile. I say it carefully. I usually say it with a warmup like, “I’m going to ask you a question. I hope you can understand why I need to ask you the question. Are you the least expensive doctor in town, a brick builder, home builder, or car manufacturer?” Whatever that client is doing, ask them if they’re the least expensive at it. If you’re dealing with Kmart, don’t ask the question, but I did read the paper. There are only three Kmarts left on the face of this earth. There are three hanging on, probably right next to the Blockbuster that’s still surviving, but we digress.

The point is, if you ask them, “Are you the least expensive builder?” frequently, they won’t even catch it in the first few seconds. They’ll say, “Of course not.” Let them go, but focus on the words you’re using because your words are going to be very similar. In fact, we are never going to be the least expensive accounting firm. Fit the exact same reasons you listed. We also believe that there’s a price to getting the right people. Work with that. These are reactive approaches, but that’s one.

I’m scolding myself because I want to make sure we’re not talking about objection handling. The most important thing we do when we do get an objection is let’s at least clarify. Let’s make sure we understand the question. Let’s keep going forward, assuming we understand the question. At Xerox, I was one of the few people who said, “Why are we wasting this on copiers?” At Xerox, we were always 20% to 25% more expensive. We would typically do a little less with that machine, but it did certain things well, and that’s what we’re trying to draw the client to.

We would do something called TCO. It’s not an Elvis Presley thing. It stands for Total Cost of Ownership. I’m going to translate it into your world, but let me do it in mine first. When we got an objection, and we always did about price, our question back to the client was, “Are you talking about the cost of purchasing this or owning this?” In which case, it was usually pretty quiet, and people go, “I see the cost of purchasing it is X amount. As you mentioned, it’s 10% more than what you’re used to.”

The cost of owning it, however, are all the numbers associated with a decision that we’re making here. We go into resale, costs, service, etc. When I said I’m one of the few, I always thought, “Why are we wasting this on copiers?” I work in the financial industry all the time with financial advisors, for instance, who ask the same thing. They change it a little bit, talking about the cost of starting to work with me or the long-term costs of working with me.

It’s like, “The cost is this. I charge this. This is my fee. All the costs are this,” and we break it down. TCO is gently reminding the client, “You get what you pay for.” A lot of times, clients aren’t looking at it. My QuickBooks is less expensive than your accountant. I can promise you that. The first accountant that rented me my office was less expensive than my second one. I got fined left and right.

At the end of the day, the cheap one was a much more expensive accountant. That’s what you’re helping the client with. Let’s get something in. Maybe it’s the cost of starting this program with us or running this program with us. I don’t want the client to go to the second one. The client will go, “I don’t understand the question.” That opens the door for you to explain one versus the other. It’s the most successful technique I’ve ever used.

On your total cost ownership, they see it as a cost. They’re seeing it, maybe not from the investment standpoint. If someone were to pay you greater fees, like someone wanting artwork on every room in their house, having used speak 12 months out of the year, or having a client invest 12 months to have you do all of their monthly services, that’s much greater than maybe the cost of doing a tax return because that’s something they have to do versus something else where they have to invest in it. Investing with a firm owner for a whole year is similar to owning in your example of the Xerox machine.

I’ll tell you something else. If you’ve taken good notes in that previous conversation when we’ve asked, “Tell me more about this issue that you’re struggling with,” we don’t always get answers. How long does it take you to get an answer? Who’s chasing that down? What else should they be doing? Let’s say we’re paying that individual $20 an hour. How many times a week in a month is that happening?

The reason why a lot of times you’ll find salespeople measuring the pain, not saying that sounds inconvenient, but talking about how much it costs them to fix that previous time is not if, but when a price objection comes later on while we have a proposal out. We don’t go when the discomfort of this. We say, “The $2,000 a year you’re spending is simply bringing in an attempt to handle this part here.”

That’s a cost. That’s a waste of money versus the investment.

That fits into that total cost. All of a sudden, they go, “This is a great accounting firm I potentially work with.” When I look at everything, this will be the least expensive alternative. That works for me, but nobody catches that. You’re going to have to separate the two for them. That’s why that TCO is powerful, particularly if you not only probed that pain early but measured the pain that you probed early. If you do that, I wouldn’t worry a whole lot about having a price issue.

I love how you said probe and measure the pain early. Those are two important elements and will help you not ever have to justify or explain your fees and have the confidence to price accordingly at a flat rate. Rob, is there anything else that you would love to share with the readers, maybe that we haven’t covered, or do you think we’ve covered everything here?

This is a great start for those of you that are Kmart and feeling like you’re plowed over by your clients. They’re always asking, “Can you give me some break here?” You feel like you’re Kmart, TJ Maxx, or Ross, and you’re like, “I’ve had it with being the discount store.” You want to be that highly paid, valued accounting firm owner. Is there anything else that you would love to share that we haven’t talked about?

I feel like we’ve done a pretty good job with this. Before I spoke to you, I was doing a marketing workshop for some authors, and they were talking about their websites. They all were like, “I’m using GoDaddy, and I’m trying to do it myself.” I tell them, “I know three people will do a simple 3 to 4 pages website for $500 to $600. Why wouldn’t you use that?” They’re like, “I’m trying to save money.” I’m like, “How many hours have you put into the website?” They would be like, “It has been three weeks.”

I’m like, “If I do my math, you’re paying yourself about $1.12 an hour. Does that sound like a good number to you?” They’re like, “No.” You have to look at this as a big picture because if you do, you realize getting pros that know what they do and do it well is our least expensive alternative. This conversation we’ve had doesn’t provide that as a response. It says, “Here’s the technique to do that. If you do that, pricing becomes easier. You’re going to benchmark it. You’ll be fine. Let the market speak.”

Let the market speak and keep raising them until you see a decline. You know that you went a little too far, or you’ve stretched your elastic band enough. Thank you, Rob, so much for being here with us. It’s awesome to have you here. I love our conversations. I hope to have you back again. We can talk about objections next time because that’s another hot topic.

Accounting Fees: There should be a reason if you are offering a discount.

It’s always nice talking to you. I truly enjoy it.

Thank you again. You’ve written a bunch of books, and you have another one on the way. If anyone wants to buy any of your books, where can they get them at?

You go to any online bookstore. I was in the FedEx Offices in 2021 with one of my books, which was nice but anyway, go to Amazon. That’s usually the easiest place, and there’s an author page. Look up Rob Jolles, and you’ll see all my good stuff there.

Thank you so much for taking out the time for being here. It was an honor to have you.

Thanks.

—

Thank you all so much for joining Rob and me on another amazing episode. There is so much goodness in there. You might want to reread, have your yellow or white pad out, and take some good notes. Think about how you can probe the pain from an early standpoint and how you can measure it. What are the consequences if they don’t work with you? How do you become the least expensive but the most valuable option to your clients?

If you’re like many tax and accounting professionals that we have worked with here, we understand that daily financial roller coaster ride of discounting fees, answering client’s questions, giving them the answers, doing things, and getting asked for a discount or having to justify your fees is completely exhausting. The vicious cycle of pleasing clients, losing sleep, feeling exhausted, powerless, depleted, and burnt out is getting to be a little too much for you.

We also understand that none of this is your fault and that no one is teaching you how to fix these problems and connect the dots. You can be fully energized by where you were when you first started your firm, and you have clients paying you more than 300%, thanking you for the work that you do. If that’s what you want, here’s what I have for you. My team and I have set aside the next few days to speak to you personally about how you can apply these ideas that Rob and I spoke about now and plenty of others. Head on over to TheAbundantCall.com to book your call. Whatever your biggest challenges are, trust me, we’ve seen them, and we do know how to overcome them.

On our call, we’re going to talk for about 45 minutes to an hour. We’re going to get crystal clear on where you’re at in your firm and the things that are keeping you stuck, especially around your pricing, justifying your fees, giving away discounts, and answering those quick questions. Identify where you want to be in your firm and in your life to ensure you’re paid first, you’re paid well, you go on vacation, and you make a ton of money in the process. You’re going to have a plan mapped out. You can double your firm’s revenue in 2022. If that’s what you want, make sure to snag a spot. We don’t have many, and we look forward to speaking with you. I will see you all in the next episode. Have a great day.

Important Links

• Rob Jolles
• TheAbundantCall.com
• Breaking Down The 6 Stages Of The Client Decision Cycle – Previous episode
• Amazon – Rob Jolles

About Rob Jolles

A sought-after professional speaker and five-time Bestselling author, Rob Jolles has spent over thirty-five years teaching, entertaining, and inspiring audiences worldwide. His career has taken him over 2.5 million miles in the air, and allowed him to amass a client list that reads like a Who’s Who of Fortune 500 companies, including Toyota, Disney, NASA, Lilly, Bristol Myers Squibb, Northrop Grumman, and over 50 financial institutions. His books have been featured in USA Today, Harvard Business Review, Publisher’s Weekly, and have been translated into over a dozen languages.