Episodios
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Anna and Jill continue their conversation around networking, referrals and doing business in a way that builds trust.
Giving and receiving referrals is a huge part of a service-based business. But knowing how to do this isn't necessarily intuitive.Building a referral network is all about relationships, so how you establish interest, build rapport and being able to effectively refer to other businesses makes all the difference.
What you need to know comes down to the basics: Are they someone I could trust? What do they actually do? Would they be able to effectively help a referral? Would they be a good fit? Are they even taking on new clients? How would they ideally receive referrals?
And at the end of the day, it often starts with your own generosity, so expecting to receive referrals before you've ever even given one isn't entirely realistic.
Once you've got a good sense of what your referral sources do well, you can start informing them about how you best work. Are you taking on new clients? If so, in what industries? And what time of year do you take on clients if your business has a "busy season?"
Ultimately, who is your ideal fit client and how can you effectively refer ideal clients to each other?
Networking and referring effectively really comes down to building relational equity with other leaders in your circle. And how you do that matters.
Listen in to part 2 of 2, as Jill and Anna talk through their experiences and thoughts around networking & referring effectively.
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We genuinely believe that the way you show up in one thing is typically how you show up in most things. This is also what people assume when you run a referral-based business.
When it comes to business, your professional reputation matters. This is even more relevant when you're networking with other business owners and leaders.
Where you network and with whom is a great starting point! Are you hoping to collaborate with other professionals in your industry to share ideas? Or are you looking to gain new clients? Those will happen in different circles.
Once you've got this down, the real work comes in deciding how you want to show up. The goal is to stand out, so you're remembered two weeks or two years down the road as someone they'd send an associate to for services.
But standing out isn't about telling them how great you are. It's often most effective in your ability to make it about them. Demonstrating curiosity, asking thoughtful questions, and connecting on a personal level will make you memorable!
Taking the time to think strategically about how you want to build strategic partnerships can all the difference in the way people talk about your business, how you refer to others, and how people refer to you. It's a long game!
Join us for part 1 of our conversation around how we play the long game of networking.
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Anna and Jill continue their discussion on Patrick Lencioni's The Ideal Team Player.
Humility can look different than we think. Being confident AND knowing there is more to learn is our definition of true humility. It's easy to spot a superiority complex, but harder to see the other end of that spectrum. Being self-deprecating looks like humility, but it can be a very subtle sign of pride or an unhealthy self-focus.Hunger is essential to growth, but it's also important to balance that tenacity and ambition with showing up as someone others would actually want to work with. This typically looks like a desire to grow, learn and pursue excellence, but not at the cost of other people or the relationships you build with the humans you work with.
Smart, or emotionally intelligent individuals tend to look at the way they work and how it impacts others. It's not about being better than your teammates and it's definitely not about sliding under the radar without being seen as the best OR worst. It's really about comparing yourself to who you were yesterday, not how you compare to someone else today.
So how do you know when you're an Ideal Team Player? And how can you tell when someone on your team is? And what do you do when you realize someone isn't the right team player for your team?
Listen in to part 2 of 2, as Jill and Anna talk through their experiences leading a team that truly values and expects everyone to show up as The Ideal Team Player, with hunger, humility and smarts.
Links mentioned in this episode
Link to The Ideal Team Player (by Patrick Lencioni and The Table Group)Follow the Going to Be Good Podcast on Social Media
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What does it look like to be an Ideal Team Player? We all bring different strengths and skills to an organization, but how can you build a team that works in alignment AND complements each other?
Patrick Lencioni at The Table Group built a tool that helps you evaluate where you fall on the Venn diagram of Humble + Hungry + Smart.
We define "humility" a bit differently: It's not thinking less of yourself; it is thinking of yourself less (C.S. Lewis). It's not just about avoiding pride or arrogance; it's also not about being self-deprecating or having a lack of confidence.
"Hungry" is about being eager to work hard and strive for excellence... within the context of healthy boundaries. It's not really about being a workaholic or working so hard to get credit for the effort you put in.
"Smart" is more about being emotionally intelligent and attuned to the thoughts and feelings of others than it is about being intellectually smart.
Join us for part 1 of 2 episodes where Anna and Jill discuss The Ideal Team Player, how the tool is leveraged at Accrew, what it looks like in action, and how it's affected the way they work with team members and clients alike!
Links mentioned in this episode
Link to The Ideal Team Player (by Patrick Lencioni and The Table Group)Follow the Going to Be Good Podcast on Social Media
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It's so easy to silo information or for you or your team to intentionally or unintentionally gatekeep information about systems, tools, or even clients.
So how do you democratize information, so you've got access to the things your team knows, even and especially when they're on vacation or no longer work with your company?
Sharing information across team members and across time is essential to running an effective business. So where do you start?! It starts with creating rhythms and systems for not just storing data, but also maintaining and sharing it. And it requires that everyone on the team is responsible for making this happen.
Listen in as Jill and Anna talk about how they've build systems to store and regularly maintain information, so everyone knows where to get answers and clients experience minimal friction when changes occur.
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Most companies know it's good to do training and development. But how can you actually build a culture around continuous growth, where your team is empowered to upskill?
You have to understand and believe in the actual benefits before you decide to integrate training & development into your organization. It won't appear to affect your bottom line in a direct way, but it has ancillary benefits that absolutely do affect the bottom line; namely in retaining high-quality employees who are loyal to the organization, because growth becomes a real option for them.
When building a culture around learning and development, it starts with a clear goal. From there, you can outline specific guardrails for what does (and doesn't) count, integrate systems of accountability, and create a culture of generosity with the learning that encourages others to share what they've gained and expands that knowledge beyond just the one individual who completed the training.
It continues to grow and become a real part of the culture when your leaders continually model what it looks like to learn and grow regularly, sharing how they're making incremental progress in their own development.
Join Anna and Jill as they sit down to get into the nitty-gritty of what works (and doesn't) when it creating a learning culture at work!
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It's so easy to assume that we must solve the problems that come up in business. Whether it's because you are a technician turned business owner and actually are the most expert person on your team or because you've trained your team to come to you with problems, at a certain point, you being the sole problem-solver becomes unsustainable.
It's much harder in the short term to equip and empower others to come to you with solutions instead of problems. But this is what it looks like to build a healthy and sustainable firm.
The benefits of equipping more problem-solvers in your organization are massive! You get to watch employees grow, you solve tougher, more challenging problems - so you grow, and you get to use your valuable time more effectively.
You just have to get out of your own way.
Join us as Jill and Anna discuss the benefits and the challenges of approaching leadership from a different perspective, allowing other people the opportunity to learn and grow and yes, even sometimes make mistakes.
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Effective client relationships always start with effective communication. From the way we approach sales to how we're going to work together ongoing all the way to ending services, working with clients should feel collaborative.
And for it to be a true partnership, we need to be on the same team!
That starts in the sales process - we should be looking for a win-win solution, whether or not that means we end up working together. The goal is to ensure we're a good fit on both sides.
Once we've both agreed that working together will be mutually beneficial, we move into onboarding, which requires us to set clear, reasonable expectations at the door.
Then, when we're working together ongoing, we should all be on the same page about what is our part vs. the client's part in achieving our shared goals. And along the way, we'll still need to iron out the details! That's what partnering looks like.
And even when it's time to call it, that should be as positive as it can be, and when possible, collaborative! Whether we're celebrating a client selling their business, retiring, or just outgrowing our services, because they're ready to hire an internal accounting team, we want to show up as humans who care. And even when it becomes obvious that we're not meeting each others' needs, on either side, we can still show up in a way that doesn't put us at odds with each other.
Listen in as Anna and Jill talk about what it should take to set clients up for success and work together with clients in a way that makes an ongoing partnership sustainable and positive.
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Whether it's saying "yes" to more than we should or shifting our priorities to make something "work," it's so easy to act in a way that makes other people like us. But when we don't have a clear North Star, we prioritize making the person in front of us happy, and usually end up letting others and ourselves down.
Michael Scott from The Office is the prime example of this! He's consistently swayed by the opinions of others. The pursuit of pleasing others tends to make us feel selfless, when it's really about making ourselves feel good, avoiding the immediate conflict, or prioritizing our own temporary comfort for the long term benefit of our future selves and others.
When we clarify our values and hierarchy of priorities, we're able to solidify what's truly important and in what order, leading to better decision-making, not just for ourselves but also for others.
Listen in as Jill and Anna discuss what it looks and feels like to unlearn the habit of acting out of a desire to be liked and, instead pursuing consistency of character that builds trust and respect, with clients, team members, peers, and even family & friends.
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When we get to the point where we're overworked, becoming too essential or handling too many problems, it's really appealing to throw a person at the work or at the problem. But how often does that actually work?
So, if delegation through abdication doesn't work, it can feel like the alternative is that you must do everything yourself in order for it to be done right. And that is unsustainable.
In the short-term, it is absolutely harder to build process, train and equip others, create clear expectations and provide feedback. Equipping and expecting people to show up is fire prevention rather than fire fighting. This results in equipping more firefighters, which means you will stop being the only person who can solve a problem.
Join us as Anna and Jill talk about their journeys in learning to empower others and make themselves less essential in the day-to-day.
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January, and busy season in general, can make us feel like we just need to survive. We know it will always be more, but what if it was possible to set ourselves up well for a full, but truly sustainable busy season?
When busy season feels like it's happening to us, we like to focus on what we can actually do to make it work.
From pacing the work to setting clear expectations with clients; working ahead to prioritizing taking breaks; providing clarity to clients about what to expect and when to planning time for the inevitably unexpected stuff - there is always something we can do!
There's no guarantee it'll be perfect, but we aim at consistent improvement. Listen in as Jill and Anna talk about what they do to plan ahead for the busiest time of year and how they balance what can and can't be controlled.
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We're looking back on this year and looking ahead to next year.
Listen in as Jill and Anna talk about this year, what they've learned and what they're looking forward to in the year to come!
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The goal of time off is to rest, find balance, and "sharpen the saw," so we return to our work refreshed.
How can you encourage employees to take time, model taking time off yourself, and build a culture around time off well, so there is no felt change in services, regardless of who's on the beach sipping mai tais!
We start by identifying what is the responsibility of the employee and what is the responsibility of the company. This is step one in making time off an actual option for employees. Once your team knows what they need to do to make time out of the office work for the company, it will make time off seem like a real possibility!Listen in as Anna and Jill discuss how to organize time off well so it doesn't negatively impact business operations.
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Do you answer the same question over and over again? Where does your team go for answers? And how can you make that functional when you're in the midst of busy season?
Answering questions in a way that encourages people to continue asking questions is hard work! It takes time, effort and energy to practice patience at work, especially when you're the expert!
By creating a place for crew members to look for their own answers first, we've changed the way our team seeks information, leverages resources and solves their own problems independently.
Listen as Jill and Anna talk about the Information Station at Accrew and how it supports in guiding crew members to success!
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Making our busy season easier is a top priority at Accrew! It comes every single year, and yet, we are constantly surprised by the intensity of busy season!
There will always be more to do - more questions, more back and forth with clients and CPAs, etc.
How can we prepare not just ourselves, but our team and our clients, for busy season? And can we do it in a way that makes it easier and more manageable for everyone?
Join Anna and Jill as they walk through the resources and opportunities they provide to their team, so they're equipped and prepared for Year End.
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A zero-sum game is the idea that one person's gain is equivalent to another's loss. But is that how it is? Or how it has to be?
One of our core values is "Be excited to learn and generous with your knowledge," so sharing what we know is built into the way we work. But can you engage with people typically perceived as "competitors" - other bookkeepers, accountants, tax preparers, and even owners & leaders in other industries? Is there a way we can be generous while we network and collaborate, so we all win?
When we work with and network with other professionals in our industry, it is possible to see them as collaborators rather than competitors. And when we do, we find ourselves with infinitely better ideas and business strategies!Listen in as Jill and Anna talk about abundance vs. scarcity mindset and thinking about business as a win/win rather than a zero-sum game.
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Clients tend to work with people they like first, then think they can trust, and lastly, people they think are competent.
For a client, they tend to start with "Do I like them?" That then progresses to "Do I think I can trust them?" and then, last, "Do I think they're competent?"
So why do we focus so much on sounding smart rather than being an approachable expert.
The goal of communicating an idea is for the OTHER person to understand you; you already know what you're going to say! It's way harder to take something you understand deeply and explain it to someone who doesn't. So how can we demonstrate that we are not just the expert, but the "Approachable Expert" to our clients and our team?Join Anna and Jill as they discuss what it looks like to be an approachable expert, regardless of what seat you're sitting in.
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Emotions aren't actions.
But they are really good "dashboard lights" that can show us a lot about what's happening under the surface.Experiencing negative and positive feelings at work is inevitable, but it's how we respond that really matters. Engaging emotions with curiosity, focusing on responding rather than reacting, and showing up as the people we want to be are a few of the ways we encourage our team to bring their whole selves to work.
Join us as we talk about how we cue into our emotions, evaluate, and make decisions about how we respond.
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Atlas of the Heart by Brené Brown
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What do you do when the company you lead starts to feel like a job you might actually hate?
The bad news is that no one can answer that for you. The good news is that it just requires that you start! As a business owner, all options are options. The question is "What do you want your company, and your life, to look like?"
Shifting focus from the operational problems you're continuously solving into a more big-picture vision-casting role is an absolute game changer!
Listen in as Jill and Anna talk about what it looks and feels like to shift from fire-fighting in the day-to-day to a big-picture mindset that focuses on fire-prevention.
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Polaris Leadership ConsultingLinks to resources mentioned in this episode:
The 6 Types of Working Genius by Patrick Lencioni
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It's easy to conflate the work you're "good at" with the work you should be doing. And it's so hard to prioritize the work that you may actually enjoy, because it doesn't feel like "real work."
As leaders, we spend so much of our time doing things that feel productive, but is it the most important and essential work that you can do? And can the work you enjoy and the work you should be doing overlap?
Imagine that every day you get to go to work and do exactly the kind of work you love; that gives you joy and energizes you? Now imagine that that's exactly the kind of work you SHOULD be doing in your company.
Join us as Anna and Jill talk about The Working Genius, how we use it at Accrew, and how it's affected the way we view productivity at work.
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Accrew
Polaris Leadership ConsultingLinks to resources mentioned in this episode:
The 6 Types of Working Genius by Patrick Lencioni
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