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Eight forces that have altered the future of accounting firms.

By Anthony Zecca
Leading from the Edge

“All organizations are perfectly designed to get the results they are now getting. If we want different results, we must change the way we do things.” – Tom Northup, author of “Five Hidden Mistakes CEOs Make”

What a great statement not just about accounting firms, but all organizations – “perfectly designed to get the result they are now getting.” There is another old saying that goes something like this: “If you want different results you have to do things differently.” Center leaders hold onto the status quo whereas Edge leaders constantly push the envelope of what is possible – pushing to the future edge.

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Leadership is a topic that has been researched, talked about, written about, training sessions built around, and endless models developed – yet it is also one of the most challenging issues in most firms today. Over my career, I have worked and consulted with leaders of all shapes and styles and firms that experienced varying degrees of success. Based on working with hundreds of companies, my conclusions – and two of the primary reasons that drove me to write my book – are that in many cases, firms are performing below their capabilities and every firm has the potential to reach higher levels of performance if and when leadership moves from the center to the EDGE. Edge leaders want to be at the top of the pack when it comes to all metrics that matter whereas center leaders are content to remain average.
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Not just once, either.

By Anthony Zecca
Leading from the Edge

“Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.” – Andrew Carnegie, industrialist

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The above quote by Andrew Carnegie really puts a fence around the key responsibilities of your leadership team:

• Ability to lead their team to work together toward a common vision
• Ability to direct (drive) their individual team members’ efforts and accomplishments toward maintaining alignment with the firm’s objectives and
• Ability to inspire and motivate each team member to achieve more than they have and to reach top performance and top results as a team

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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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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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