PracticePeople In PracticeThe Practitioner: the client’s always right

The Practitioner: the client's always right

This week the Practitioner is trying to save clients from the "rude, condescending, bearded man"

TIMING IS EVERYTHING, especially in business. In our firm the most important thing is clients and keeping them happy, so knowing when to step down and pass the reins to younger, more talented staff and partners is critical.

The last thing we should be doing is letting the same old miserable partners continue to upset the people paying the fees!

A couple of the senior partners were very good at knowing when the time had come for them to pass the majority of their client work down the chain to the younger members of the team.

We have one partner though who, not far off his 60th birthday,  still thinks he is capable of dealing with all manner of clients. He still thinks he is approachable, client friendly, knows how to listen to their problems and help solve them.
The reality couldn’t be further from the truth, however.

In the past month we’ve had two separate clients contact the office and ask for a new partner to deal with them after being upset by the “rude, condescending, bearded man”. 

He would rather talk to clients about his exploits and experiences than listen to their issues.

He would rather tell them that their systems are all wrong, and they should be running their business the same way he runs his, than actually help them to find a tailored solution for their business.

I have been given the unenviable role of having to tell him about the two latest complaints, and if I don’t do it quickly I’m sure they won’t be the last. It is only a matter of time before he upsets some of the female staff also. He’s a court case waiting to happen!

I’m struggling to think of the best way to tell him without it sounding too personal, although the irony of the situation is that he wouldn’t think twice about saying something too personal.

Answers on a postcard please.

The Practitioner’s uncensored thoughts come from the coalface of a regional firm in the heart of England

Related Articles

ICAEW president: We must adapt to add to our heritage

Accounting Standards ICAEW president: We must adapt to add to our heritage

2y Richard Crump, Writer
Champion Accountants agrees Southport office MBO

Accounting Firms Champion Accountants agrees Southport office MBO

2y Richard Crump, Writer
Social pressures from management causes accounting fraud, research claims

Management Social pressures from management causes accounting fraud, research claims

2y Fraser Simpson, Reporter
Best Practice: Saffery Champness managing partner Rob Elliott

Accounting Firms Best Practice: Saffery Champness managing partner Rob Elliott

2y Calum Fuller, Reporter
Best Practice: Wilson Wright’s Michael Lerner

Accounting Firms Best Practice: Wilson Wright’s Michael Lerner

2y Fraser Simpson, Reporter
Enter the British Accountancy Awards 2016

Accounting Firms Enter the British Accountancy Awards 2016

2y Richard Crump, Writer
AAYP: Online accounting qualifications - a smart option for employers and staff

Management AAYP: Online accounting qualifications - a smart option for employers and staff

2y Acccountancy Age
AAYP 2016: The new breed of accountant

Accounting Standards AAYP 2016: The new breed of accountant

2y Acccountancy Age