How to Have Difficult Conversations

woman looking away from man in office

Four points to consider.

By Matt Rampe

A common stumbling block for partner groups is poor execution or complete avoidance of hard conversations. We can have all the best goals and systems in place, but if constructive candor is absent, we will likely go off course.

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What Is a “Difficult” Conversation?

While you may not look forward to talking with your dentist about a cavity or listening to the endless terms and conditions when you sign up for a mortgage, those are not what we mean by “difficult” conversations.

A difficult conversation has these elements:
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Rampe: Make Strategy Stick | Gear Up For Growth

Five steps turn vision into execution.

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Gear Up for Growth
With Jean Caragher
For CPA Trendlines

On the latest episode of “Gear Up for Growth,” host Jean Caragher interviews Matt Rampe, partner at Rosenberg Associates and author of the forthcoming book, “CPA Firm Strategic Planning: Your Roadmap for Long-Term Success,” about how accounting firms can move beyond ad-hoc retreats to a disciplined, accountable planning process that sticks.

Rampe, who advises firms on strategy, succession, partner development, and profitability, said the book grew out of years of facilitation and coaching with firms of all sizes. “The book was in my brain for a long time before it got put on paper,” he says. “When I started writing, it actually came pretty quickly—but I learned there’s a lot more to making a book than a Word document.”

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Rampe argues that the profession has reached a disruption point, citing converging pressures including private equity, technology, staffing shortages, succession for retiring Baby Boomers, and a shift toward advisory services. “What worked for us 10 years ago isn’t going to work for us 10 years in the future,” he says. “The old model, where a few partners disappear into a room and come out with a plan, doesn’t work in this age. We need to be nimble.”

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Keep Your Strategic Plan Moving

Businesswoman sitting on table while talking with four coworkers

What’s your mindset for implementation?

By Matt Rampe

Now that your strategic planning event is completed, it’s time to roll up your sleeves. With almost two-thirds of CPA firms reporting that execution fails after their planning event, implementation becomes a critical factor in your success.

FORTUNA ACCOUNTING CHECK-IN

As Bill sat in his office, the typical hum at Fortuna Accounting had resumed. The partners had made a splashy announcement about the new vision and their strategic priorities at the All Hands meeting last week, but now things seemed quiet. As Bill stared at his growing inbox of urgent requests, he began to wonder if anything new really could get done before this time next year rolled around. The thought was immediately pushed from his mind as the phone rang loudly and his biggest client showed up on his caller ID.

 

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Core Question of the Implement Stage (Post-Event)

The Implement stage continues, and is perhaps most important, after your strategic planning event concludes. This article will cover the post-event part of this stage.
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Remove Rocks in the Path to Firm Growth

large rocks in road

Six types and how to move them.

By Domenick J. Esposito
8 Steps to Great

“Tiger Woods did not always win majors with ease; after his narrow victory in the 1999 PGA, he slumped and sighed as if he’d been carrying rocks uphill all afternoon.” – John Updike

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A CPA firm must move many rocks that are on the path to growth. If a firm doesn’t effectively address these rocks, it will not be able to grow at a satisfactory rate.
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Who Will Do What by When?

six people around work table

How to implement your firm’s strategic plan.

By Matt Rampe

After laying out major strategic priorities for how the firm can move toward its vision, the natural next step is to refine and define those plans. This is the beginning of the Implement stage, perhaps the most important stage of all.

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FORTUNA ACCOUNTING CHECK-IN

Sal had been at Fortuna Accounting since the beginning, and Bill knew he wasn’t great at accountability. It wasn’t that Sal didn’t want things to be better; it just seemed like he would do a lot of talking without a lot of acting on the things expected of him. With all the work and hopes that had been invested into their strategic planning so far, Bill wanted to make sure it didn’t all go to waste in the execution phase.

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