Setting direction is the first step. By Robert J. Lees, August J. Aquila and Derek Klyhn Creating the Effective Partnership How do successful managing partners respond to the internal and external challenges they face? Without exception, all of the partners we spoke to talked about the need to have a clear sense of direction that the partners, in particular, could coalesce around. But what they considered even more important is the translation of that direction into a compelling vision and the strategies for achieving it.
The Radical CPA: New Rules for the Future-Ready Firm…
By Ed Mendlowitz The CPA Trendlines Practice Doctor QUESTION: Occasionally I get a new client in an area I am unfamiliar with. How do I find out what I do not know? RESPONSE: This happens to everyone and probably more often than we expect. Thankfully we will continue to get new business and getting clients in areas we are unfamiliar with enables us to grow. MORE PRACTICE DOCTOR Q&A: 10 Do’s and Don’ts for Making Small Business Clients Happy | Client’s Difficult Daughter Balks at Bill | 6 Simple Steps to Impress a Prospect | 10 (Nearly) Painless Ways to Keep Up to Date with Technology | When a Staffer Stops Listening | 10 Ways to Get New 1040 Clients | Making Meetings […]
It’s easy to get discouraged. Here’s how to not let it happen to you. Courage and perseverance are traits you can actually nurture and develop. From the financial advisors’ advisor Horsesmouth.com, here are 29 tips compiled from top achievers. Try one today.
Your new clients, new staff, new partners. By Hitendra Patil Pransform Inc. Have you ever watched a 5-year-old play on a tablet? It’s effortless. To them, it’s second nature. Born in 1995 or later, Generation Z makes up 26 percent of the United States population and is responsible for yearly spending of $44 billion. But they may already be impacting the future of the accounting business in four important ways:
What do we want people to know, think or feel as a result of our internal communications efforts, and why? By Bruce W. Marcus Professional Services Marketing 3.0 The answers to these questions are the foundation for any communications activity, internal or external. They define the dynamic of the program, its focus and its program goals. They make possible a foundation for defining and shaping the strategy. More for CPA Trendlines 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 • There […]
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 […]
Evolving from running a practice to leading a business. By Sandi Smith Leyva The Accountant’s Accelerator Technology has allowed just about everyone to start their own businesses. We can do something part time, full time or in between. We can start and stop our businesses. We can be successful at lots of different business models. And we can go through stages of our business. If you want to grow exponentially, or even linearly, you’ll need to progress. And before you can do that, it makes sense to figure out where you are now. Here are five stages of business so you can see where you are now and where you want to go.
The four keys driving expansion at MiddletonRaines. Editor’s note: In this first-person account, one of the profession’s most dynamic managing partners shares some of the methods behind his firm’s recent successes. By Wesley Middleton, CPA Managing Partner, MiddletonRaines + Zapata LLP As the managing partner of a firm of 37 people, I have felt protective of the strategies we are employing to be successful. I think that is the CPA in me. We will have almost doubled in year two of our firm over year one at the end of this calendar year. How have we done that? By not selling, marketing or managing like a CPA.
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: