By Sandi Smith Leyva The Accountant’s Accelerator Here’s a quick exercise: Choose any person in your work life or personal life. Now think back to last few interactions you had with that person. Recall what was said and classify your list into two groups. What interactions, comments and questions did you have with your chosen person that were negative? Here are some examples of things that are in the “negative” group:
Partners persuade their people to join them on the journey and to play a part in building a better firm. By Robert J. Lees and August J. Aquila Creating the Effective Partnership Just as the partners need to engage with the firm’s vision so do the firm’s people. But, like everyone, they actually engage with people not words. So, effective partners continually engage with their people, regardless of their level and role. They go out of their way to create a personal bond, sharing personal information and operating with honesty and integrity in all of their interactions. Creating the Effective Partnership: Every Partner’s First Question: ‘What’s in It for Me?’ | The 9 Building Blocks of a Winning Vision that […]
Changing marketplace demands changing firms. By Ida O. Abbott Sponsoring Women: What Men Need to Know Most male leaders today understand how important it is to keep high-performing women in the pipeline and help them achieve their potential within the organization. MORE on WOMEN in ACCOUNTING: Men, Women: A Tale of Two Brains for Business | Beyond Mentoring: Why Sponsoring Women for Leadership Matters | Firms that ‘Get’ Women Stand to Win the Talent Wars These men are genuinely concerned about their firms’ inability to retain and advance the women they hire because having a substantial number of women leaders is a demonstrably significant benefit to the company, while a lack of gender diversity at the top of organizations can […]
It’s time for the men running CPA firms to “man up” and get serious about promoting women into leadership roles…
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.