Four issues and solutions in leadership and management. QUESTION: One of my managers is complaining that the staff don’t listen to him. The specifics are that he assigns work and it isn’t completed on time and is usually incomplete and full of errors. He says he doesn’t want to supervise people anymore. Any suggestions? ANSWER: I have many suggestions, sorted into four general areas. Here goes:
Getting specific with leadership duties and partner accountability. By Auqust Aquila Creating the Effective Partnership As leaders of a firm, partners need to do more than pay for themselves and contribute to overhead expenses. Their duties to the firm and to each other extend to bringing in new business, improving their own skills as well as developing skills in others, contributing to strategy and a passion for continuous improvement in all things. MORE PARTNER ISSUES: Are Bad Clients Driving You Crazy? | 6 Steps to Handle Staffing Problems in a Merger | New Times Call for New CPA Firm Metrics | Why CPA Firms Fail in Innovation | When the Deal is Done: A 24-Point Checklist for the Morning After | […]
Eight reasons why accounting firms need to work on internal communications first. By Bruce W. Marcus Professional Services Marketing 3.0 A terrific definition of chaos is when a client asks two different people in your firm the same question – and gets two different and conflicting answers. More for PRO members: Managing Knowledge as a Growth and Management Tool • The Secret Formula for Getting New Clients • What We’ve Learned Since Accounting Marketing Was Legalized • Do Accounting Firms Really Want an ‘Image’? • What Accounting Firms Need to Learn from Personal Financial Planning Specialists • The Delicate Art of Positioning Your Firm in the Mind of the Prospect Another form of it is when there’s a crisis, and the […]
How to fine-tune your management dashboard for effectiveness, innovation and growth. By August Aquila Creating the Effective Partnership Don’t kid yourself – It’s a new world out there. Accounting firms need to become more transparent. Partners and employees need to truly understand the firm’s vision and value proposition. They need to see how their daily actions move the firm toward its goals. Mission and vision can no longer be vague, fluffy statements that mean nothing to your clients, employees and partners, and prospects. This new environment requires firms to actually implement their goals by looking at specific objectives and measures. Performance and execution are the key operatives. The old measures, by themselves, won’t do the job anymore. They are still […]
Take Gallup’s 12-question leadership test. After using many different varieties of opinion survey, the Gallup Organization came to the conclusion a few years ago that the responses to just 12 questions can show why one organization, division, department or any other managerial unit is happier and more profitable than another. On a scale of 1 to 5, with 1 being “No, or rarely,” and 5 being “Yes, mostly,” how would you score?
How to integrate two firms after a merger: carefully. By August Aquila Creating the Effective Partnership The tough negotiations and hard-fought agreement were the hard parts, right? Think again. Now you must move your eye from the financial to the human side of the merger. Your work has just begun and may last for 12 months or more. In order to make sure your merger has a better than average chance of succeeding, here are at least two dozen questions that need to be answered:
By Sandi Smith Leyva The Accountant’s Accelerator When I look through Accounting Today’s Top 100 Leaders list and the comments they have made about what they perceive to be the challenges in our profession, many of the answers are the same: change, talent and relevance are a few you’ll see. And they are all right to some extent, but there is a deeper systemic problem that I think could fix quite a few of these in one swipe. I’m not saying it will be easy, but it is a fairly straightforward problem once diagnosed. The most interesting part is that the smallest firms are getting better at solving this than the larger firms.
Plus: The 8 leadership traits driving firms toward destruction and 3 steps to fix the problem. By August Aquila Creating the Effective Partnership Many accountants could add to this list, but here are some of the surefire signs that a firm has weak leadership driving the firm toward implosion. The way partners resolve issues is by finger pointing The firm is in a spiral downward trend