Both the who and the how.
By Bill Penczak
The nirvana (in the esoteric sense, not the Kurt Cobain context) for CPA firms is to provide “higher value” work for their clients, which traditionally means guiding them with process improvement, predictive analytics on business drivers, or taking proactive measures to reduce risk or tax burden.
MORE: The Six Essential KPIs for Managing Partners | The Great Resignation: Five Reasons Accountants Are Quitting | Five Global CPA Leaders: Four Survival Strategies | Planning for Success in 2021 | Do You Have the Guts to Beat the Covid Crisis?
Exclusively for PRO Members. Log in here or upgrade to PRO today.
It is a career builder for your staff and a noble aspiration for the industry.
But while I have heard managing partners talk about the notion of higher value work, when pressed, they are often at a loss as to what that work would be, and more importantly, whether their mid-level and junior-level staffers (or even partners) have the true skill set to move into the major leagues.
The burden of meeting compliance deadlines weighs heavily on most staff, and they are weary from deadline pressures of clients’ immediate needs to consider much else.
Perhaps this is the opportunity to help chart your best and brightest to the next level, not only for fear of losing them to industry or another firm, but because as a firm leader, it’s the right thing to do.
TO READ THE FULL ARTICLE
