Sit in the boardroom of any professional services firm and you’re likely to hear the term...
Let's be honest, those of us with an accounting background? We love a good process flow. A to B to C to D – it just makes sense. But for too long, cross-serving (or cross-selling, if you prefer) has been this elusive "Z" hanging out in the ether, disconnected from our core operations. We find ourselves scrambling before year-end meetings or audit wrap-ups, sifting through work papers, desperate for something new to talk about.
Why the scramble? Because deep down, we know our clients hire us for our ideas, our expertise, our industry and service line know-how. Sure, they need an audit, but they could probably get a similar one, maybe even cheaper, somewhere else. What sets us apart is the value we bring beyond the checkboxes. Yet, we haven't truly integrated this value-add into our established processes.
Make Cross-Serving an Annual Ritual, Not an Afterthought
My suggestion? Let's start by weaving cross-serving into your annual client review process. It’s not an add-on; it's a fundamental part of how you assess and serve your clients. Here's how to make it happen, step by systematic step:
1. Start with Risk Assessment
This is your first opportunity. As you're talking about potential new areas of risk, naturally transition into discussing new areas where you might be able to help.
2. Integrate into Audit Planning
During audit planning, identify potential areas that might be applicable to your clients. You won't know for sure if they'll incorporate them, but this is where your staff comes in.
3. Empower Your Team to Gather Facts
Incorporate fact-finding directly into your audit programs. Let the staff in charge of those specific areas be the eyes and ears on the ground. They can gather the facts and flag potential opportunities to discuss with the client. It’s entirely possible the client has already mitigated the risk, or even hired a competitor – and we wouldn’t even know!
4. Foster Conversations at Every Level
Bringing these conversations to your client’s staff who work with their company’s policies each day. The people doing the actual work are in the best position to see potential improvements and understand any mitigating factors the client already has in place. If they don't see the suggestions as a better situation or unnecessary, ask them why not. There might be a valid reason, or you may be uncovering a blind spot.
5. Present Solutions, Not Just Problems
Finally, pull all this information together. Have a candid conversation with the executives: "Here are some things we thought about, why we think they might not apply, and here are the things we do think apply." But here's the key: let your client in on all the work.
I've always admired how IBM used to handle client service. Not only did they do the work each year, but they’d also provide their clients with a letter detailing all the benefits received from their services. And the clients had to agree to it!
Why This Matters
The cross-serving opportunities we're talking about are often direct benefits to our clients – they're often the very reason they hired us in the first place. If we don't have a systematic way to deliver these benefits year after year, we're letting them down. And that puts our most valuable asset – our client relationships – at risk.
The annual audit and planning process is often driven by the senior, manager, or partner. But when it's done collaboratively, when every team member dedicates even just an hour to discuss these possibilities, it becomes your pre-game huddle. Everyone's on the same page, knowing what they're looking for and why. Questions can be asked, insights shared: "Did you see this when you were at my level? How did you approach it?"
When cross-serving becomes part of your routine, it benefits everyone. It strengthens client relationships, boosts your firm's value, and frankly, makes your job a lot less about scrambling and a lot more about delivering the expertise your clients truly seek.
