Here’s what you’re looking for: Anthony Zecca

LEADERSHIP

Why Leaders Should Focus on Talent

red rocket rising above white hot air balloons

Are you acquiring or recruiting? There’s a difference.

By Anthony Zecca
Leading From the Edge

In my recently published book, “Leading From the Edge – Creating a Standout, High-Performing Organization,” I focus on the leadership accounting firms need to succeed in a future driven by seismic disruptors.

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Leadership has a responsibility and impact on creating the standout, high-performing talent necessary to drive the firm’s long-term strategy. We all understand and believe that at the end of each day, the firm’s greatest asset walks out the door (or in today’s world, disconnects). The quality of a firm’s talent directly relates to the success and performance of the firm.
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LEADERSHIP

How Teamwork Drives Firm Success

underview of six businesspeople in a circle with hands in center in teamwork gesture

Potential leaders fall into four categories.

By Anthony Zecca
Leading From the Edge

Leadership has responsibility and impact on creating a powerful and united team throughout the firm and an environment that motivates every single team member to their highest level of performance for the benefit of the firm, and not their own career advancement. Teamwork and not individualism is a cornerstone of a strong culture that results in achieving the level of a standout, high-performing firm.

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In fact, a strong culture cannot thrive in an environment where silos exist, and individuals are more focused on what is best for their career versus what is best for the firm. Teamwork is not only a key aspect of the firm’s culture, but a key factor in driving the firm’s performance to become a standout, high-performing firm.
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LEADERSHIP

Where Strategy Meets Firm Culture

three people arguing in office

Four actions to take.

By Anthony Zecca
Leading From the Edge

As we focus on the leadership of accounting firms need to succeed in a future driven by seismic disruptors, we must address leadership’s responsibility, and impact on creating a culture that results in an environment that motivates every single team member to their highest level of performance.

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There are two great quotes that I would like to start with to frame this discussion. The first is from Bryan Walker (partner and managing director at Ideo), who stated that “Culture is like the wind. It is invisible; yet its effect can be seen and felt” in every single organization that exists from the family to the biggest company on the planet. The second quote is from author Tanya Mann: “Your organization’s culture is either an asset or a liability; either helping business performance or hurting it.”
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LEADERSHIP

How Accountability Drives Firm Success

senior businessman with five colleagues

Four challenges to address.

By Anthony Zecca
Leading From the Edge

I’ve been focusing on the leadership accounting firms need to succeed in a future driven by seismic disruptors. We began with strategy, then empowerment. This post will address the critical element that makes empowerment work – accountability.

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A characteristic of a great “Edge” leader is the ability to empower everyone and understanding that as a leader, your responsibility is to lead and not manage. If you are the type of leader that manages, you own accountability since you can’t manage and empower at the same time. As I defined it in my previous post, a simple definition for empowerment that applies to all organizations is, “Authority or power given to someone to do something.” 
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LEADERSHIP

Standout Teams Require Everyone to Be on Board

four people talking in office

How to overcome roadblocks.

By Anthony Zecca
Leading from the Edge

“Coming together is a beginning. Keeping together is progress. Working together is success.” – Henry Ford, inventor, founder and CEO of the Ford Motor Company

Let’s follow Mary as she works through the first principle – creating a firmwide, standout team.

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Mary’s Firm (continued)

Mary is back in her office after the partners’ meeting where she told all the partners that the firm must become a standout, high-performing firm and move out in front of the pack. She continues to think about what she shared at the partners’ meeting and what comes next – how to move this process forward and create the vision that she shared. She knows she must get deeper into each principle and what leadership must do to fully actualize the goal – becoming a standout, high-performing firm. She decides to bounce some ideas off of another partner and asks Jim, a trusted long-term tax partner, to join her for some discussion.

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