Randy Nail named CEO. In a restructuring designing for agile maneuvering and rapid growth, Tulsa, Okla. accounting firm HoganTaylor has reportedly named a new CEO, promoted a new tax practice leader and created a new board. The new structure, very different from that used in many accounting firms, mirrors the corporate structure found in most businesses. HoganTaylor is the largest public accounting firm in the Oklahoma and northwest Arkansas region with more than 160 employees and two offices in Tulsa, and offices in Oklahoma City and Fayetteville.
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Here are just seven types of difficult co-workers. You may know more. by Sandra Wiley Anyone who has managed a team has most likely stumbled across a challenging employee. Identifying the challenging behavior is easy; finding ways to change the behavior and motivate the team member so they exhibit superstar qualities is the true challenge. Why are they so difficult? Why do they continue the unpleasant behavior, even when they are told that it needs to change? Because it is working for them! This is behavior that has worked for them before, and allows them to get what they want.
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Start by knowing your “opportunity number.” By Sandi Smith, CPA The Accountant’s Accelerator,a CPA Trendlines affiliate When I worked in the corporate world, it was always great to get a raise. Now that I am an entrepreneur, raises are replaced by increases in revenue and profits. More revenue and profits are nice, as long as we’re not working correspondingly more hours. So how can we give ourselves a true raise: work the same amount of hours or less and make more? Here are a few strategies for your consideration: 1. Take on more profitable work by knowing your opportunity number.
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What makes an accounting firm great? by August Aquila Aquila Global Advisors Too many firms don’t give a lot of thought to the question.Their main concern is surviving. But the sooner a firm can start focusing on what makes a great partnership, the better off it will be. Think about this, if you don’t address this question, how will you know if you are admitting the right types of partners? What technical and personal skills would you want? What personal values (character) would you look for? Here are seven characteristics that form the foundation of a great partnership. If you are missing any of them or if you merely need to improve in some areas, now is the time to [...]
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Get paid and avoid misunderstandings with your clients. by Steve Erickson In some firms, engagement letters are treated as an afterthought even though they are required as a part of any quality control system. This lack of attention to the detailed management of an engagement often leads to misunderstandings, scope creep, upset clients and increased write-downs. Here are a few thoughts on how you might improve this process:
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Strategy 2012: Management Development. What are your critical challenges for 2012, and what can do you about them? A number of the profession’s leading lights have been sharing their thoughts with Accounting Today. Here’s one: Ed Guttenplan Wilkin & Guttenplan We see the top challenges as being leadership development and building your “bench,” and practice growth profitability. Also, remaining efficient in light of new standards and, of course, preparing for the future.
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New workflows require new labor models. by Steve Erickson Steve Erickson LLC I have been giving quite a bit of thought to the cost/price squeeze facing many CPA firms. Salary and benefit costs are at an all time high as a percentage of net revenue and profit margins have been decreasing for a number of years.
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Survey reveals widening gap with men. Only 48 percent of women are satisfied with their careers, compared to 59 percent of men — a gap that has only widened from year to year, according to a Mergis Group survey. And nearly three-quarters of women in accounting and finance believe they face a tougher set of obstacles than their male counterparts.
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Start with planning and coaching. by Steve Erickson Steve Erickson LLC Improving partner and staff accountability is essential in these economic times. Review notes and backward looking evaluations might well have some influence on future performance but do not have any impact on what has already taken place. There is a better way to get to get your partners and staff to take ownership and agree to be accountable. Here’s how you can immediately improve accountability and performance in your firm:
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