Leaving Money on the Table: The Impact of Being a ‘Yes Man’

In modern accounting, one thing remains constant: the need to provide real value to clients. However, in the quest to keep clients happy, many firms adopt a ‘yes to everything’ mentality. It seems harmless, even admirable, to accommodate every whim and demand, but in reality, it can lead to scope creep, unrealistic expectations, and ultimately, a strain on resources. When you agree to take on tasks or responsibilities outside of your core services, you're not just adding work; you're diluting your value proposition. 

Lera Kooper here; Co-Owner of Accountability Services, NACVA’s 30 under 30, podcaster, and a dedicated advocate of Canopy software. I’d like to discuss why being a 'yes man' might feel like good customer service, but how it’s leaving money on the table, damaging your margins, confusing your team, and undermining your expertise.

We’re the Experts

Consider this analogy: you wouldn’t walk into a Starbucks with your own espresso machine and expect them to brew your coffee your way. You trust them to know how to craft the perfect cup. 

So, why do so many accounting professionals allow clients to dictate the terms of their engagement? We’re the experts in this field, and it’s our job to guide our clients to the best outcomes - not the other way around.

The Cost of Saying 'Yes' Too Often

Think about it: the time and resources spent on tasks that don’t align with your firm’s strengths are resources that could be better spent on higher-value services. The result? You’re working harder, not smarter, and your margins are taking a hit.

By continually saying ‘yes,’ you may find yourself in a position where you’re overextended, leading to burnout for your team and subpar service for your clients. It’s a vicious cycle—one that not only impacts your bottom line but also your firm’s reputation. Clients might appreciate the short-term flexibility, but in the long run, they’ll respect you more for setting boundaries and delivering high-quality work.

As I explain in our Discovery Call Introduction, our clients are seeking clarity, confidence, and peace of mind. Which is why at our firm, our engagement letters are not just agreements, but a commitment to our client. We can only deliver an A+ client experience by setting clear boundaries, expectations, and most importantly - sticking to them.

Establishing a ‘How We Work’ SOP

The key to breaking free from the ‘yes man’ trap is to establish a clear Standard Operating Procedure (SOP) for how your firm works. 

This isn’t about being rigid or inflexible; it’s about setting the stage for successful engagements from the outset. A well-defined SOP communicates to clients that you have a proven process that delivers results. It reinforces your expertise, guarantees both you and your clients are on the same page, and ensures that your client’s experience isn’t left up to chance.

At Accountability Services, we’ve implemented a ‘How We Work’ SOP that outlines our engagement process from initial consultation to project completion. This SOP includes details on the types of services we offer, our communication protocols, and our pricing structure. 

What to Include in a Standard Operating Procedure (SOP) for Accounting Firms:

• Types of Services Offered
• Communication Protocols
• Pricing Structure 
• Client & Practitioner Expectations 

By being upfront about how we operate, we’ve been able to attract the right clients—those who value our expertise and are willing to invest in the process.

The Right Fit Matters

Just as not every coffee drinker is a Starbucks customer, not every business owner will be a match for your services. 

It’s necessary to recognize when a client isn’t aligned with your firm’s strengths and have the courage to say ‘no.’ This isn’t about turning away business; it’s about ensuring that you’re working with clients who appreciate and value what you bring to the table.

Remember, you’re not just providing a service—you’re offering your expertise. Clients who don’t respect your process or who constantly push for exceptions are likely to be more trouble than they’re worth. By focusing on the clients who are the right fit, you’ll be able to deliver exceptional value, maintain healthy margins, and build long-term, successful relationships.

Elevate Your Practice - And Your Profitability

In the end, being a ‘yes man’ does more harm than good. It erodes your margins, stretches your resources thin, and diminishes your role as an expert advisor. By setting clear boundaries and establishing a ‘How We Work’ SOP, you’ll not only protect your firm’s profitability but also enhance the quality of service you provide to your clients.

At Accountability Services, we’ve seen firsthand the benefits of adopting this approach. Our clients trust us to guide them because we’ve demonstrated that we know what works—and what doesn’t. We’re not just another vendor; we’re their strategic partner in success.

So, the next time a client pushes for something outside your scope, take a step back. Ask yourself: Is this in line with our expertise? Will it help us deliver more value to the client? Will serving this client be at the expense of my team, values, or profits? If the answer is no, it’s time to say ‘no.’ In doing so, you’ll be keeping money in your pocket—and ensuring that you’re delivering the best possible service to those who truly value it.