Three Ways to Strategically Focus on Business Development

We’ve all heard about the changes coming to the accounting profession with the increased automation of our compliance services. The more our processes become automated, the more time we will be able to focus on developing the strategic business that can help us maintain relevance and provide higher value to our clients. As you start focusing on strategic services for your clients and larger deals, you also need to be ready to treat them differently than you might have treated them in the past. I have put together three ways to help you strategically focus your business development efforts to help move your larger leads forward effectively.

Weekly High Priority Meetings

Each week your team should have a 30-minute meeting to focus on your high priority clients and deals. This meeting is a way to discuss any big wins you had for the previous week, whether you lost any leads and why. It’s also a time to share any crucial information your team needs for current conversations. Your team will learn from won and lost leads alike and what they learn will help them with future leads.

This weekly meeting is also a great opportunity to outline the most important next steps for these high priority deals and who is responsible for ensuring that they occur. Assigning responsibility is critical. If you casually mention something that needs to be done without assigning anyone to handle it, you can almost guarantee that nobody will follow up on the action item. Make sure everyone knows what tasks they are responsible for and has a deadline for completion.

Strategic Business Development Meetings

Along with the weekly meetings, you should set up regular strategic business development meetings. The meetings can be set-up monthly, bi-monthly or even quarterly depending on the time of the year and demand for your services. These meetings focus on all leads in your sales pipeline for each of your services. You are pulling in the right people who are affected by a specific service and discussing all leads to ensure that things are moving forward, concerns are being addressed and there are clear next steps to continue pushing that service forward.

Make sure the focus is not just on how many leads are in your sales pipeline, but what you are doing to win them, and what your efforts are accomplishing.

One “Quarterback” Per Lead

When you think of a quarterback, they are the player on the field who is responsible for looking at the bigger picture and determining the best way to keep the ball moving down the field to score a touchdown. When you are looking at all your open deals, each of them should have a set person (a.k.a. the quarterback) who is responsible for ensuring that lead is moving forward. They are pulling the right people in at the right time and following up with your client or prospect in a timely manner.

Again, without assigning a person to be responsible, things will fall off the radar or your team will become overly stressed not knowing who is handling what and if things are accurately getting done.

While the landscape of the accounting profession is changing, having weekly high priority meetings, scheduling regular strategic business development meetings and assigning a specific person to each lead are all surefire ways to start adapting to that change. These will put you ahead of your competitors and provide higher value for your clients.


As a Solutions Advisor for Boomer Consulting, Inc., Deanna works to help clients and prospective clients identify their dangers, opportunities and strengths. Once these are identified, she works to develop a personalized game plan for their firm to focus on the area, or areas, they need to improve on most. These areas are critical to a firm’s success and future-readiness; Leadership, Talent, Technology, Process and Growth.