QUESTION: I am sure you heard this before, but I just can’t seem to get on top of my work – I am always behind and in addition, my income has been dropping. I am a sole practitioner with no staff and don’t want any. I like what I do, but lately it seems I have been chasing my tail and losing some ground. My practice is 40% 1040s which are mainly done from mid-January to April 15. I do not file many extensions. Another 40% are small businesses that I work on monthly. About half I go to and the other half send in their information or QuickBooks files. 10% is payroll preparation for clients.
The main categories of information for internal communications and management. By Bruce W. Marcus Professional Services Marketing 3.0 While the substance of information varies from firm to firm, there are 10 categories that cannot go unconsidered:
By Sandi Smith Leyva With so much to do as business owners, we can get pretty overwhelmed at times. We can start believing that we have a “time” problem, but since all of us have 24/7, there really is no such thing as a time problem.
By Ed Mendlowitz 101 Questions and Answers QUESTION: I assigned four projects to a manager who reassigned them to a Staff 2 person and I gave a date when they were needed that was three weeks away. When I asked about the progress after two weeks, I was told that nothing was near completion. Now there is a super rush with much stress. How could this situation have been avoided? RESPONSE: First off – you are to blame. You did not work with the manager to see how she would assign the work and to whom.
Nine reasonable entitlements and 15 misconceptions, bad ideas and outright abuses. It’s a privilege to be a partner in a CPA firm. Not an entitlement. Too many partnerships seem to operate as if they had it the other way around. And, in most cases, those partnerships don’t usually make the best CPA firms. Marc Rosenberg has seen his share of dysfunctional firms. They are no better nor no worse than the people who run them. Get these 24 points of partner roles and responsibilities correct and your firm could find a renewal in spirit and in growth.
By Ed Mendlowitz 101 Questions and Answers QUESTION: How can I get buy-in in the implementation of new things we decide to do? RESPONSE: I find buy-in the key to a successful program. It is also extremely hard to get. It is easy in the board room or at the meeting when the new process or procedure is agreed to, but then there has to be a champion to be responsible for the follow-through and success.
Checklists work for astronauts. Why not accountants? By Sandi Smith Leyva Accountant’s Accelerator Airplane pilots and astronauts have checklists for just about everything they do. Checklists promote performance consistency, make it easier to learn new procedures and increase safety exponentially. In accounting, we can learn from the airline industry and apply checklists to certain areas of our practices in order to reap similar benefits. Here are three areas of your accounting practice that can benefit from checklists:
Dealing with dysfunctional partners: The six-step process. By August Aquila Creating the Effective Partnership As much as you would like to, you cannot ignore them; nor can you accept them as they are. Doing that would be unfaithful to your core principles and ultimately cause more harm to the firm than any one of them is worth. That leaves us with three options: rehabilitate them, fire them or place them outside of the firm. But first, be sure it’s not you.