Every certified public accounting (CPA) firm leader agrees on one thing: The next generation needs to be ready. Ready to lead engagements, manage teams, develop business, and become partners.
Yet, many CPA firms unintentionally overlook one of the most important capabilities those future partners will need: The ability to build meaningful client relationships.
This isn’t because firm leaders don’t value relationships—they do. In fact, it’s how most partners built successful careers. The problem is that earning client trust is often treated as something that comes after someone has mastered the technical side of the work and accumulated enough experience.
Though, I believe that’s misguided. If we wait until someone is “ready” to learn client relationship skills, we’ve probably waited too long.
Think of it this way: How can you judge whether someone is ready to have lunch with a client? You certainly can’t benchmark it against their technical knowledge. Technical expertise and relationship expertise aren’t sequential skills—they’re parallel ones. Relationship building doesn’t just happen—it’s a professional competency that takes practice.
Of course, practice only works when partners are willing and able to turn their own instincts into teachable moments.
Some firm partners are great at serving in their roles but not so great at teaching others how to get there. I see the same thing with business development. Some rainmakers are so busy bringing in new clients that they neglect sharing their knowledge. Others are also overly protective of their client relationships, and some struggle to deconstruct how to teach client relationship building altogether.
In my experience, the firms that do the best job developing their talent treat the task like any other strategic priority that requires time, money, and effort.
There’s room for fine technicians in any firm, but partners shouldn’t miss the window to impart the skills that make a well-rounded professional. It takes repetition to ask better questions, build trust, and see opportunities to provide broader advice. To learn, less experienced staff need to see firm leaders in action. Many times, partners leave this experience to the end of a client engagement when they present their advice, discuss strategy, and deepen the relationship. Of course, this shouldn’t be skipped, but I recommend partners consider exposing staff to client-facing opportunities at the beginning of the engagement as well. That’s because the sooner you can get your staff comfortable with the full partner experience, the sooner they can step into more advisory and leadership roles.
Here are some practical ways to help future leaders get the relationship building practice they need to fully become trusted advisors and potential future partners:
Importantly, young professionals today need more than practical tools. They also need to know why their work matters (i.e., they want to know that they’re making a difference). When they’re insulated through technical work alone, they have a harder time seeing the impact of their work on clients’ businesses or personal lives. Showing younger professionals that side of the business gives them something worth aspiring to. It also gives firms a much stronger leadership pipeline.
Exposing staff to the full range of client experiences shows them what it’s like to be a partner and also changes the partner’s job for the better. Imagine leveraging almost all your relationships and not having to answer every question. The most successful, happiest firm partners are the ones who can operate at their highest and best levels.
Clients who enjoy strong relationships are happier too. They’re more likely to listen, follow your advice, and seek your insights on areas outside accounting or tax. They’re also less price sensitive, more profitable, and stay with the firm long term.
Delaying the relationship development skills of future leaders creates organizational risk.
Right now, firms of all sizes are facing a wave of retirements, and the pace is only increasing. According to INSIDE Public Accounting (IPA), more than 30% of accounting firms are led by a managing partner who’s already age 60 or older. IPA also reports that 5% of equity partners retired in 2024, up from 3.4% in the previous year and 2.9% the year before that.
With these numbers in mind, firms can’t afford to treat client transitions as a last-minute handoff. Remember, many clients have built trust with one individual over decades. When an incoming partner is suddenly expected to inherit that trust in a relatively short period of time, firms are setting that leader up for a difficult transition. Even following industry best practices of a two-year transition period can be tight in some instances.
Without client exposure over time, even the most technically talented CPAs may lack confidence leading advisory conversations. That’s why firms should let clients see these future leaders as familiar faces long before succession becomes urgent. That steady exposure makes client transitions easier, gives the next generation of professionals the opportunity to build their own relationships, and strengthens the firm’s future.
Ultimately, the next generation of trusted advisors won’t arise by accident—today’s partners must develop it.
