An Effective Board Begins With an Effective Process

Decide what you need, then look for the right people.

By Steven E. Sacks

In discussing how to select your firm’s board, the issue was that you want to have the proper board composition with the people, right values, philosophies and a shared commitment to the success of the firm.

MORE: How to Select Your Firm’s Board | Confronting Leadership: Not Such a Bad Thing | New Opportunities for a ‘New Normal’ | Is Trust Elusive? | Working Remotely Shouldn’t Mean Feeling Isolated | How Engaged Are Your Employees? | Managing Difficult Personalities in the Workplace
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As a firm leader, a matter you think needs immediate attention could simply be a symptom of a larger problem. It’s common sense that you would not visit your doctor to treat your broken leg with a Band-Aid, so why look for a fast, ineffective and incorrect solution as a way to fix an operational or cultural problem? This is why those who are on the board are selected for their acumen and belief in the why the firm or company exists and how it can be improved.

Posted on May 30, 2020

Steven Sacks

About the Author

Steven Sacks, CPA, CGMA, ABC, has been at the forefront of the accounting profession for 30 years.

He is the author of
"The NEW Fundamentals: Practical Guidance for Today’s Accounting Firms,"
available here from CPA Trendlines.

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His involvement included the development of the first set of consulting standards, the creation of the Accredited in Business Valuation credential, the publication of practice management guides and award-winning newsletters, and addressing business development and organizational management in both the public and private sectors. He has served professional service firms and membership associations through the deliverance of leading-edge conferences, presented to colleges and universities on careers in accounting, and created workshops, webinars, and webcasts on a variety of accounting and consulting topics.

As the CEO and founder of Solutions to Results LLC, Steven assists professional service firms and organizations to solve the challenges of human capital development, workplace culture, and developing effective internal and external communication strategies and techniques. Previously, as executive director of Moore Stephens North America, he served CPA firms with conferences, webinars, workshops, various communication vehicles (including a multi-year, award-winning association newsletter), and a skills database for the development of domestic and international engagement referrals. At the AICPA, he developed strategies and business plans for growing the consulting services membership section; published technical service and practice management guides; participated in the creation of the first set of standards for consulting services; led the creation of the Accredited in Business Valuation credential; developed niche conferences in valuation, litigation support and forensic services; and presented to colleges and universities about CPA consulting careers.

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