ConvergenceCoaching has declared Oct. 21 "National Fire Some Clients Day," and partners Tamera Loerzel and Jennifer Wilson make the case for culling your client roster both strategically — and ruthlessly. For more resources on how best to celebrate this major new holiday, visit
Transcription:
Dan Hood: (
Welcome to On the Air With Accounting Today, I'm editor-in-chief Dan Hood. Now, you probably haven't heard of National Fire Some Clients Day, but that's going to change right now because we have its founders here to talk about it. They're partners at Convergence Coaching, one of the foremost leadership consulting firms to accountants. And they both been on the podcast before, so they are old hands at this. First off, we've got Tamera Loerzel. Tamera, thanks for joining us again.
Tamera Loerzel: (
Thank you so much, Dan.
Dan Hood: (
And then we've got Jennifer Wilson. Jen, thanks again for gracing us.
Jen Wilson: (
Thanks for . Thanks for having me, Dan.
Dan Hood: (
All right, well, let's dive into this, this great new holiday. This is an exciting new day — Jen, what's it all about? Why has Convergence Coaching declared National Fire Some Clients Day?
Jen Wilson: (
Well, thanks, Dan, for even honoring this subject. We think it's kind of a radical idea. Firing clients is an a radical idea. It's been around forever, but really focusing all of our energies and efforts in the public accounting profession on October 21st to fire some clients is, we think, an important new way to shine some light on this very, very important strategy for firms. Why, uh, why should people fire some clients? Because we have a tremendous capacity problem in the profession. And that's no secret. And, uh, everybody's been talking about it for several years. It already existed in 2019 before the pandemic, and then was super exacerbated by the pandemic and, uh, by the silver tsunami and all the retirements of more baby boomers than than were traditionally retiring per year in 2020 and 21. And so, we are short people, and we have said too many yeses.
Jen Wilson: (
We have too many client commitments, too many engagements, uh, too many hours of work inside our firms for the number of human beings that could possibly get that work done and get it done with quality and get it done with work life balance and get it done with joy and inspiration and, and get it done with deep client relationships. We just don't have enough capacity to do that. And so we have to make room, and that is, you know, firing clients. We've gotta make some room by firing clients and, and saying no to some engagements and no, to some clients. And, uh, and when we do, and when we do it this fall, October 21st, then we're gonna bring hope to our troops, to our people. They're gonna believe that we're willing to do hard things and, uh, make hard decisions. And, um, it's just a critical, critical time to do this.
Dan Hood: (
Gotcha. Well, you mentioned it's an idea that's been around for a while. So Tim, I wanna ask you sort of why right now, why, Well, certainly why October 21st? It's, it's only a week after, uh, the tax deadline. I'm tired. I, I wanna relax. Uh, but why specifically right now? Why, why is it important for people to do this now?
Tamera Loerzel: (
Well, I think in addition to what Jen said about, you know, bringing our people hope and just creating that capacity that we need to better serve our clients and to focus, uh, we thought October 21st is the best time. If we had to pick a date out of the whole year, we went through the whole calendar year and we looked at the cycle that October 21st is after, you know, uh, many deadlines in the extension season. So we can then take the clients that are no longer a fit. And we'll talk about how to identify those a little bit later in this discussion. But how we take those and then communicate with them so that they can have time to transition and move to another provider. I know that's one of the reasons that we hear a lot from partners is, you know, we're finishing their engagement, they need to pay.
Tamera Loerzel: (
By the time they pay, it's January, then we're starting the cycle again, and then we don't do it cuz it doesn't feel cool, which we would agree. So we wanna be, you know, the best providers as possible and take care of our clients cuz we care about these people. They are human beings, they are clients, some long standing clients. And so we just need to, you know, um, take the time to do it. So we looked at it after the October 15th deadline and said, Hey, this is the time to do it. The other thing real quickly is that you can plan for it. Now we're trying to get this message out now. We started messaging it with our clients this summer so that some analysis can be done on the clients and then you can be ready to pull the trigger on October 21st.
Dan Hood: (
Gotcha. And there can be no question, it's a good idea to give a specific day because accountants love a deadline. They love to know exactly when it's due. So, uh, you've got September 15th, October 15th, October 21st. Just do it all. That's when you, you prepare for it and you can get ahead of it. Now, we've, throughout this, we've started mentioned some of the standard objections that you're gonna hear. Like, this person's been with us for a million years. Uh, or, or, you know, we're, we're not gonna get paid if we fire them now, because it's gonna take four months for us to get paid anyways. So maybe Jen, we can just start, start going through some of these common objections and, and trying to knock 'em off. Get, you know, head 'em off at the pass.
Jen Wilson: (
Okay. I'm gonna start first, uh, with the, the timing Tamara hit on October 21st. Uh, I, I wanna say there's never a good time mm-hmm. . Sure. But people will say, you know, well October 21st, wait a minute. We just, you know, completed their fall work, uh, or just issued their reports. We have to wait to get paid before we fire them. And we would say, Well, no, uh, you know, yes, we want you to get paid, but you need to let them know that you're not gonna continue to serve them. And, um, you need to tell them now so that they have time to plan and that you will help them transition to their next provider upon complete payment of their bill. And, uh, and, and, you know, essentially make it clear that you intend to get paid and you'll be super cooperative helping them make that transition and helping the new provider.
Jen Wilson: (
There's never a good time. So if we don't do it now, then what happens is we wait to get paid, but then, gosh, it's the holidays and we don't wanna fire anyone on the holidays. And then, uh, we roll into January and then oops, spring season has started. Shoot, we can't fire them then. And then we get to May and we say, Oh, we extended them. We can't fire them now, . Um, and so we've heard it all the time, you know, the whole cycle. And so we think this fall period is the very most humane, you know, most practical period for our firms to do this. And we also in 2022 feel like an, an emergency that we do it so that our people can see light at the end of the tunnel. They can see hope for the spring busy season. And if people, firms are worried about retention and, and you look at the turnover statistics that are up dramatically in the fall, benchmark reports, uh, for, for all size firms. You know, if you want your people not to quit this November, November and May, or the big quit in months in public accounting, traditionally fire some clients now so that they can get that you're committed to change.
Dan Hood: (
Gotcha. Now, how do we know you're promising me that I'll have less work to do if we fire these clients, but how do I know you're not just gonna make me do more work for the clients we're keeping?
Jen Wilson: (
Well, I hope we will do more work for the the clients we're keeping. I hope we will do more. That's part of what's, uh, really sad about where we are right now. Dan, our people, the people in public accounting got into this work because we love the clients, we love the relationships. We love to make a difference for people to go deeper, to learn more about their businesses and their hopes and dreams and fears and help them achieve them. We are presently playing wacker at, at the carnival with our, uh, clients and our, our transactions. We are so transactional trying to get this engagement completed and filed and out and then onto the next, no depth to the client. Uh, conversations, uh, no proactive thinking about the clients or very little. It's really very little. And there's hardly a public accountant who would deny that. Uh, right now everybody's feeling sort of outmanned and, and like they're not doing the quality work that they wanna do or the, the deep relationship work. So yes, they could sell more services and do more for existing clients and then we'll have to cut more in other places. Uh, you know, we'd rather have it go deeper with the existing clients than just this really wide mayhem that's happening right now.
Dan Hood: (
Gotcha. That
Tamera Loerzel: (
Makes sense. Well, and I would add, Dan, that the focus I think will help create efficiencies also. That's one of the things we wanna strive for as we look at, you know, which clients we should be firing so we can focus and that will create efficiencies. We can create consistent processes. I know firms are working on technology and automating as much as possible. So doing all those things that, you know, affirms are or should be doing at the same time will also help to create that capacity to go deeper with the client. So, you know, there is a balancing act, but I just wanted to acknowledge, you know, that there's other things that can feed right into that to support it.
Dan Hood: (
Makes sense. Makes sense. Now, are there any other common agenda? I mean, I mentioned a couple of 'em, right? This person been with us for a million years. Yes. Uh, that's my aunt. Uh, you can't fire my aunt, you know, are there, how do you, how do you handle that kind of thing? And we're gonna talk about how you pick the people you're firing. But you know, when somebody says, This person's been around for a million years, how do you handle that kind of to start? It's almost an emotional objection in some ways.
Tamera Loerzel: (
Yeah, I would agree. And I think, um, I think that's the, that's tough. And we do wanna be humane about it. We're not saying that this is easy. We're in a relationship business. I know, you know, we think that we went into a technical business of accounting, but, you know, discover it really is the relationship and there's long standing relationships. And when a partner is retiring, that is actually one of the ideal times to be transitioning clients. We encourage all firm leaders to look at that because those clients may no longer be a fit as that client, you know, steps out the client are the clients should also be transitioned at the same time. So part of it can be that messaging around retiring, um, but also part of it we hear like there are a referral source. So they've got potential or like we have, we hear all kinds of objections about the relationship side, but this is a business decision.
Tamera Loerzel: (
And if we get really good at what our messaging is, what we're focusing on, what we're committed to with the, uh, staff and the capacity, and we need to create that capacity. So we keep qualified staff business people will understand that. And so we just gotta get really good at that messaging. And I think tied to that, wanting to hang onto those relationships and clients. Another objection, Dan, is that I don't wanna reduce my book of business cuz it's gonna either impact my comp or my buyout or both mm-hmm. . And we think that's important to address also. And you can do that in a couple ways. One, the, uh, is to, from a protocol perspective, that the firm should have some kind of, you know, transition of book inside their goals or their discretionary comp that's tied to that. So they're not penalized for it.
Tamera Loerzel: (
If they're retiring, we would freeze, you know, portions of that. And so that they are incented, their goal based comp is to transition clients. If it's an active partner, they are incented to grow specific portions of their clients, but they are not penalized when they call those clients. So we take that out of their measures. So those are some ways that you can handle that. And we would just say we have to give up our selfish interest around it and do the right thing for the firm and the right thing for our people. And so we have to set aside that self-interest and say, what is the right thing to do, you know, for the firm, for our leadership group and for the clients.
Dan Hood: (
All right. Well I wanna talk more about how we um, how we go about picking the people we wanna fire. I have a long list of people I'd like fired, but I, I wanna make sure that the, the entire partner group agrees with you. But, um, uh, we'll dive into that in a little bit. But first we're gonna take a quick break and we're back with ta Al and Jennifer Wilson of Convergence Coaching, talking about national fire some clients day, which is October 21st. It's coming up. You should be preparing, you're gonna wanna make a list and you're gonna wanna check it twice of, of who you wanna fire. Uh, so let's talk about how we do that, Tamara, How do we, how do we figure out who we should be firing?
Tamera Loerzel: (
Yeah, so, um, I think this is one of the places we can also get stuck. We see leaders get stuck in like analysis paralysis. We like data CPAs like data. Um, and we do need to do some analysis. And, and this is one of the reasons we kind of like this timing is because we could be having some of our, you know, admin or our controller run reports, do some analysis, you know, from a financial metrics perspective. But that's not the only way to look at, you know, the clients that we should be firing. But there is some low hanging fruit. There's those that are, have not been profitable and we keep saying how they're gonna be or next year will be better or all the reasons that we give, but there's some low profit, uh, maybe slow pay, no pay clients that are obvious that we should look at.
Tamera Loerzel: (
There's also some clients that we've said as a group, or we maybe should say as a group that we no longer serve maybe certain industries or certain kinds of services. We have two governmental clients as an example. And you know, that's, I'm not trying to pick on governmental, but we can look at the list every single firm we're in, there's something that we could say, you know, are no longer a fit. And then the third low hanging fruit is which ones would your team members, especially your managers, say, Thank you so much, , it's about time. This does not feel like a smart business decision or everybody cringes when they get assigned to it. So we can do that from a quick hit and then we can do some longer range, you know, which clients and, you know, look at our ideal target clients. But for purposes of this right now, we can do some simple ways to identify who those clients are.
Jen Wilson: (
And I'm gonna jump in here and, and kind of echo a couple things. One is, anybody who is demeaning, diminishing, punishing, you know, a condescending not nice to our team members, they have to go no matter their revenue to the firm, any environments that, uh, if they demand that we be in their office or in their environment, if it's a terrible environment and everyone hates going, one auditor gave an example where he had to audit a dance studio and he sat in a little room closet for the audit , uh, you know, with the same music playing over and over again and tap, tap, tap, you know, and he just said, Gosh, this is like, this isn't what I thought I was gonna do when I grew up . You know? And so if there's those kind of environments that are just, you know, crazy and our people put them forward, we should really look hard at that because their quality of life is impacted.
Jen Wilson: (
You know, the clients who nickel and dime, uh, who do not value us, who, uh, we've had to push and fight for price increases even though inflation is 9%. So they don't value our making a living. Those folks are super suspicious. I caution firms. I think one of the biggest mistakes is a lot of firms will, uh, print their client list kind of in descending realization order, and they'll look at realization, uh, as a, you know, the percentage, uh, build, uh, against the whip. And we caution that it's an okay measure to look at, but it is not the measure to go by because realization, uh, for another podcast, um, you know, we won't go deep here, but realization is not consistently accurate. Uh, there are some partners that vary time or staff that don't enter at all, or some people inflate the time. And so realization as a true measure of client value is not by itself appropriate to use for this purpose.
Tamera Loerzel: (
Right. And Jen, I just wanna, can I add real quick, Dan, on the printing the list, we had a client that they did this analysis, they printed the list, they gave it to the partners, but they did not put client names or partner names associated with those clients and then went through and said, Which ones would you fire? And then they went back and assigned the client names and the um, partner names to see which ones it is. Cause we do get attached, We have attached, we have self-interest, We care about those people. So you can think about how can we do it in an unattached way as we're looking at those client lists,
Dan Hood: (
Right? But then, I mean obviously right, I've, after you look at the blank list or the anonymous list, right? You you've got to look at the other cuz cuz the low hanging fruit of low realization cranky mean to our staff. That's, that's relatively easy. It's when you get to the question of, Wow, these people are really profitable for us as a client. We really like dealing with them, but strategically they're not a fit, right? Like you said, it's that one government client, well, probably not government client may not be that profitable. Let's say it's the one in an industry. We don't, we we we don't usually serve it'ss in the, in the tech space, let's put it that way. It's a tech there. You, it's a, it's a tech unicorn. There, there are huge billings every year, but we don't do any other tech clients or anything like that. That's a difficult conversation to have, right? This is a profitable, nice client, uh, who may be in an exciting industry, but it's not an industry that we serve on a regular basis. How do you get into that sort of strategic discussion? Because it seems like that may open up this whole, whole area of discussions you have to have beyond the firing.
Jen Wilson: (
Yes. So first we wanna go, uh, you know, um, low hanging fruit like Tamara outlined, and then, you know, the 80 20 rule, 80% of our revenues coming from 20% of the clients. So, you know, uh, and that's almost always valid across the firm. But also as you start to dive into these sort of niche practices by industry or by service line, um, you know, yes Dan, we could stop and do a strategic planning engagement real quick in the middle of our client firing analysis, um, to say, you know, where are we dabbling and it's risky and let's, let's remove dabbling, risky, dabbling. Um, but also like, you know, it is an okay time for us to stop and say, wait a minute, what are our minimums? You know, one of the things we've been talking about for years now is a lot of firms, they're disrupted dramatically twice a year with what we call the minnows that swim through their practice.
Jen Wilson: (
All these small, small clients that you know that, yes, they're pretty easy to do, they're easy to train people to do, but they're so high volume, they're the tail that wags the dog inside the firm. And, um, as you grow your ideal target definition, the ideal target definition, which you should be having in writing by service, uh, microservice like 10, you know, our, our individual tax practice, our corporate tax practice, our partnership, uh, practice, our salt practice, every one of those should have a written ideal target client by size and type, and then every industry we should have it for. But, you know, our, as we grow as a firm, our ideal target client gets bigger. It has to get bigger. We can't afford to keep serving these tiny clients. And so the next easy pa place to look after we've gotten rid of the low hanging fruit of kind of the clients we don't like or that don't like us or whatever, then we go to what clients just don't make sense because the volume of these tiny minnows is more than we can manage.
Jen Wilson: (
And when you get rid of that volume, it's unbelievable. We had a client who just before the pandemic did this, we had this, they were, you know, 2019 was a tough year for public accounting. And we had a lot of issues coming into 2020 before the pandemic hit. We had a client, um, who heard us on this and part of their vision planning and strategic planning, and they let go of 1800 clients as they rolled, as they rolled into 2020. A bunch of little guys, Tons of little guys. And um, and, and transitioned them really successfully and positively and without a lot of blow back. They rolled into 2020, the pandemic hits and their tax practice had capacity to serve all of the ERC and PPP work and all the significant relationship work that was needed to help clients during the pandemic. And if they hadn't done that, man, they wouldn't have had any space. And so right now you can sell clients all day long. So the risk of over calling or something isn't very great because everybody else is cutting clients too. And you could pick up, you can trade up, you can pick clients, you know, up in the marketplace that are better ones than the ones you're letting go are more the ideal size and type that you need for your strategy.
Dan Hood: (
Gotcha. It's like musical chairs, but there's more chairs than we need. So there you. Right. All right, well you mentioned a transition cuz, and I think that's important cuz right, we've been talking about firing, uh, all these clients and 1800, that's a lot. And they gotta go somewhere, right? Eventually they're, they're still gonna need an accountant. So how do you go about one, how do you go about firing them? And two, you know, do you go about transitioning? Do you have to transition them? How do you manage that? Jen, do you wanna dive in there a little bit?
Jen Wilson: (
Sure. So first of all, let me just say that, uh, firing clients or firing talent that, that, you know, it doesn't fit anymore. There, there are a certain class of public accounting professional that is harmonious and accommodating and conflict avoidant. And the idea of firing anything or anyone makes them feel like barfing in a trash can. So I just wanna say that those folks, we need to tell them we will help them fire their clients. Uh, that they, they will not be able to do it, it's just not physically possible for them. And so they won't do it. They'll come up with every excuse in the book and then, and then we'll have an uneven distribution of firing. So corporately as a firm, we have to say, Hey, here's how we're gonna do it. And anybody who needs support for upset clients or the phone calls that need to be made or any of these things will help you.
Jen Wilson: (
And the best thing to do is to create a series of communications, uh, letters that we will use or emails that we will use for certain types of clients. Tamara mentioned those in retirement. Uh, we hate to see firms take a retirees client base that has a lot of the minnows and has a lot of the unqualified clients and transition it to our best and brightest who are already completely overwhelmed. The clients are already getting a bad newsletter called Joe is retiring. They're already sad. So go ahead and rip the bandaid all the way off and say, and someone else, you'll, you'll have to be served by another firm, right? So that's one letter. Another letter is just a letter that says, Hey, we have appreciated your business all this time. But the reality for us is that, uh, you know, talent is short and it is difficult to find the, the qualified accounting staff and to do the, the level of depth and and relational work that we wanna do with our clients.
Jen Wilson: (
And as a result, we've made some difficult decisions to trim our client base. And unfortunately, we're not gonna be able to continue to serve you. We want to help you with a successful transition. And, and we, you are so sad to have to do this, but it's the right thing for our firm and our people. And so, um, and to, as Hammer said, most business people will understand that they, uh, especially the corporate clients, they can't find people either. Darn it. They know, you know, so they, they're gonna understand. And so we have some sample letters and uh, some other tools and resources that people could email us for, or Dan, we could give 'em to you and you can put a link somewhere. You let us know what you wanna do there. But having some canned communications that you give like a little toolkit and then a frequently asked questions document so that people could, uh, you know, like, why am I being fired?
Jen Wilson: (
Why is your firm doing this? Are other firms taking new clients? You know, uh, who who are you referring clients to? You know, who could I use? What could I expect in the transition? How will I access my returns or my files from the past? You know, all of these questions that are gonna be real practical transition questions. We need to anticipate them, write the faq, give it to our people and prepare them so that we have some consistent communication. And that will give people confidence. They will think, okay, you know, I'm not just winging it over here trying to fire people and hope it turns out okay, um, my firm is, you know, giving me some tools to do this successfully. Right?
Tamera Loerzel: (
Right. And I think that helps the clients feel taken care of and that, you know, the managers and partners involved in these conversations and the, you know, operations team, they can have some confidence in the conversations that they're having. And so, you know, you know, whether or not we help them, trans transition to a specific provider probably is dependent on the client or the client type. Maybe we can segment it some we might offer that to, some we might not. Um, and we should talk about who those are and the tools like Jen said, and if they haven't paid their invoice, we can say, we'll help you transition and we can, you know, get everything packaged up, you know, upon payment. Um, and so we can be completely professional, respectful and helpful all at the same time. And that process, you know, we'd like a process. So that process in some of those tools, I think help as well, um, doing the thinking and planning for it.
Dan Hood: (
Well, and that, I'm, I'm curious about the referral part of it, and particularly because it's an odd situation, right? The people who most need referrals. We talked about, you know, retirees or people who've had their tax return done at the firm for 50 years. You know, they're not gonna be a, may not be a client that a lot of other accountants are looking to pick up. They're the ones who most need the transition, but they're gonna be the ones who are hardest in transition. The hugely profitable clients who just don't happen to fit your strategy, they're gonna get snapped up by some other firm whose strategy they do fit, right? So, uh, you know, how do you, how do you make those decisions in terms of who do we wanna transition or do you just say, we're not gonna transition to anybody, but we wish them good luck and we'll work with whoever they find.
Jen Wilson: (
There are a bunch of big aggregators out there, uh, right now, um, that would take some of these clients that other firms might find less desirable, the little minnows and, uh, older clients, um, closer, you know, simpler clients that are closer to retirement are already past retirement. You know, I think getting in touch with local providers, you know, we, we, we saw, uh, LinkedIn post that was just absolutely phenomenal with a very progressive Northeastern or New England managing partner. And she had her arm around, uh, another woman and she said, This woman here, uh, just gave her resignation to our firm. She's a be wonderful tax senior manager. She's going out on her own to start her own small firm, and we will be transitioning clients to her . Cool. She is our new transition plan for our rolling strategy. And she, they put it in LinkedIn.
Jen Wilson: (
I mean, they were, it was super transparent and, you know, very progressive and very, uh, you know, real. And there, uh, you know, I, I wrote somewhere recently that the big winner in all of this, uh, potentially is the solo practitioner or solopreneur they're calling themselves these days that is going out on their own and wants to start up something. And, you know, and really we'll take a lot of these smaller clients, uh, not the mean and horrible ones. I, we would not, we would not recommend that you give those people a transition plan. We went offer that . Yeah, yeah. We, you know, you just say, we're sorry we can no longer serve you. And of course we will help you transition your files, but we're not gonna give you a name because we don't wanna hurt anybody. Right. So
Dan Hood: (
We don't wanna inflict you on someone else.
Jen Wilson: (
No, exactly. And, uh, and so, um, you know, I think it sort of depends and you have to have, you'll probably create a list of different providers. I have also had, uh, just in the last 10 days, I have one client that, uh, you know, another firm has come to them with a very large client that they want to transition out because it doesn't fit their corporate strategy anymore and they're negotiating a buyout deal. Uh, so an earn out, if you will, over the revenues of that client over the next three years. And so there are things like that that can be done and arranged depending upon what the firm is considering and, and what makes sense.
Dan Hood: (
Gotcha. All right. I have, uh, two final questions. One, uh, we were talking earlier about my eventual goal for, for national fire. Some clients stay is that it should be a federal holiday. I'm looking for a day off and I'm also looking, now I'm gonna look for two days off. Cause I'm wondering if, if we should also be this should, there should be a Spring National fire. Some clients stay like April 21st. I mean, and seriously, and I'm, I'm, I'm only half joking cuz wouldn't it make sense to do this on a recurring basis to sort of regularly be looking at your client base and saying, Does everybody fit? Is everybody still aligned? Is this guy still a jerk?
Tamera Loerzel: (
I think that's a brilliant idea and I love two federal holidays. I think we should add those. And, um, those are good cycles. I think firms have to figure out what the right cycles are. But yes, if you look at fall and spring, um, it's, you know, a good practice. It's healthy to evaluate your clients and to call clients and then to continue to top grade and elevate clients. And right after busy season, whatever, however your firm defines that, then you can, um, say which ones are no longer a fit. Do we need to let know, um, we are, we will not, we're not gonna continue serving you after this engagement. Um, and I think that's a perfect time to do some of that analysis, have the conversation with your team, and then communicate it to your client. And the more regular it becomes, Dan, I think, um, the easier, you know, e will it ever be easy? Probably not, but it'll become easier because this is just how we do business. We anticipate it, we get good at it.
Jen Wilson: (
And there are firms out there that do this as a na a natural practice. It's a best practice of theirs. They keep track of what went wrong in the spring busy season and they get together afterwards as part of their postmortem and they say, Which clients should we keep? Which one should we stop? And, uh, you know, and, and where did we find that we have, you know, some, some room for new clients, if any. And so, uh, you know, I would say may not April 21st, cuz people are super grouchy on April 21st, ,
Dan Hood: (
That's the best time. They're angry, they hate the clients. They wanna,
Jen Wilson: (
We need to have three or four weeks to be professional in the firing. I think three, we
Dan Hood: (
Have to be professional now.
Jen Wilson: (
True. Darn it. Um, but anyway, uh, I do think you're right, a hundred percent and love the idea of two holidays.
Dan Hood: (
Absolutely. All right, well, I'm gonna go start decorating the House for National Fires and clients staying, gonna be preparing some national fires, some client day Carol's coming up with, uh, you know, uh, some new traditions for it. But it's a, it's a neat idea. It's October 21st, as we said, it's coming up so you can start planning, looking at your client list and, and, uh, planning your, uh, planning their departure, let's put it that way. Uh, Tamar Al and Jen Wilson of Convergence Coaching, thank you so much. Great idea and a great, uh, great new holiday for us all to celebrate. So thank you again. Thank,
Tamera Loerzel: (
Thank you Dan.
Dan Hood: (
And thank you all for listening. This episode of On the Air was produced by Accounting Today with audio production by Kellie Malone. Rate or review us on your favorite podcast platform and see the rest of our content on accountingtoday.com. Thanks again to our guests and thank you for listening.