Trusting Your Gut and The Numbers: Advice for Accountants

If I asked you to list off the best jobs for empaths, people highly attuned to the feelings and emotions of those around them, what would you say? I’m anticipating you might say nursing, healing, coaching, or maybe even HR.

But what if I told you one of the best jobs for empaths is… accounting? 

Think about it: accountants, especially those who specialize in tax, help their clients with the most sensitive piece of their business — their money. And although we all strive to be truthful and transparent, accountants see things in their clients' businesses for what they are, not what they're marketed or projected to be. 

Because empaths have to be very careful with their boundaries, accountants who also identify as empaths can take certain steps to set themselves up for success. Here are the most important things to be aware of as you navigate your accounting practice, spoken from highly sensitive, entrepreneurial accountants.

Identify your ideal client

Even if you’re just starting, identifying your ideal client is a worthy exercise. Get into their shoes — what do they think about, what do they struggle with, what keeps them up at night? It’s common to use the model of “you (X number of years) ago” as ideal clients. It ensures you know their pain points. 

Amelia Duri of Your Virtual Bookeeper says her ideal clients are much like her. “I attract highly sensitive individuals, those who might also identify as neurodivergent. I understand their point of view and can help them streamline and organize their business.”

Suppose you’re crystal clear on who your ideal client is. In that case, it should be pretty easy to identify them. But if ever in doubt, keep a “no-fly list” to quickly identify red flag behavior, especially before you agree to work with them long-term.

“I have a free consulting call or meeting with clients, which is just as much for me as it is for them.” Says Lisa Pelletier of Pelletier Accounting and Tax Service. “I’m paying attention to what they’re saying just as much as what they’re not, and it helps me evaluate if we’re a good match.” 

And even though you probably got into accounting with a mandate to serve as many people as possible, this niching activity will help you serve more. As they say, if you’re talking to everyone, you’re talking to no one. Once you’ve solidified your ideal client(s), you can speak to them in your email marketing or wherever you reach clients very quickly, protecting your most valuable resource — your time.

Be very clear

As Brene Brown says, “To be clear is to be kind.” Once you’ve got an ideal client on the line, being very explicit about your availability, hours, ways to contact you, and deliverables are not only kind — they’re imperative. “I am very upfront about who I am, what service I can provide, and when deliverables will be met.” Says Duri, “My pricing also reflects that.”

There’s an adage on the continuum of quality, which goes something like this: You can get it fast and cheap, but poor quality. If you want good quality at an affordable price, you may have to wait longer. And if you want it very fast and good quality, you’ll have to pay up!

This is true for all entrepreneurs in the service industry as well. If a client wants you at their beck and call (which is never feasible from a solopreneur or a small business perspective), they will have to pay a premium for your service. They could also onboard an in-house accountant or system with 24/7 customer service. Either way, it's important for you to know what your limits are, and communicate them clearly.

Never be afraid to lose clients

I know this might seem counterproductive, but you must be willing to say no to a client or let clients go if you work on a rolling basis, especially if they aren’t respecting your boundaries.

“I learned early on in my career to trust my gut when bringing on clients,” says Pelletier, who’s been in business for herself for 26 years and employs a small team. “Now I’m fortunate to have clients respect my time and only text me after work hours for emergencies, but it wasn’t always that way.” 

Suppose you’re signing on a client you feel is not the best fit for their needs/expectations or any other reason. In that case, it’s wise to address that as early as possible so you’re not dealing with friction the entire length of your partnership, which can ultimately bleed into your capacity for your less squeaky clients. 

Furthermore, it’s imperative to address the balance in your partnership to maintain the reciprocal exchange of value at all costs. Needs change over time, and you never want to get into a dire or necessity-based situation. To anticipate this, clients may appreciate having a “review” period built into the contract that all parties can address if the partnership still serves its dual purpose. 

Make the money stuff easier.

This last point is arguably the most important. Given accountants deal with the most personal and sensitive data in people's lives, and many are empathetic people, it can be tough to turn around and ask clients for the money they owe. 

To combat this awkwardness, it’s wise to input a workaround. Both Duri and Pelletier have mechanisms in place to handle accounts receivable. Duri keeps her clients on autopay, and Pelletier has a front-office manager who asks for the money directly. A liaison to take the money keeps your relationship cleaner and reminds you it is a business relationship.

While accountants are not therapists, you similarly see your clients at their most vulnerable too. As such, it’s crucial to establish clear parameters for the working relationship so that you can do what you do best —