If actions speak louder than words, what does that say about your firm’s core values?
By August J. Aquila and Robert J. Lees
Creating the Effective Partnership
The concept of core or shared values gets a lot of press and most professional service firms’ websites promote their core values to prospects, clients and recruits. But, like so many management ideas that are on the soft side, they are often more talk than reality.
Creating the Effective Partnership: Every Partner’s First Question: ‘What’s in It for Me?’ | The 9 Building Blocks of a Winning Vision that the Big Four Have Discovered | The Politics of an Accounting Firm Partnership | Nine Rules to Creating Highly Effective Partnership Teams | Audacious Vision and Grand Purpose Prove Essential to CPA Success | Are You Creating a Sustainable Firm? | The Debilitating Effects of Denial at Accounting Firms | The Five Psychological Hurdles that CPA Firms Must Confront Today
For too many firms, their espoused core values don’t actually represent what the firm stands for and don’t guide individual behavior. Often, in fact, neither the partners nor the employees know the firm’s core values and no one in the firm is evaluated or rewarded on how well they live them.
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