featured

is your message open to interpretation?

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young concentrated businessman writing notes down and looking at laptop in officewhat you say may be turning people away.

by steven e. sacks
the new fundamentals

whether you are a professional services firm, business, or trade or professional member association, it does not serve your constituents well if you allow complacency to settle in your efforts to meet their needs. messaging is important; empty messaging is lethal. when your priorities, programs and services are geared toward what you want your practice or association to do rather than what clients or members need, you create an irreparable disconnect.

more: political correctness or just common courtesy? | effective communications in the age of covid | the new covid-19 workplace: are you prepared? | does your firm’s board know its role? | are executive performance reviews dangerous? | there is no leadership without integrity
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the result? there is a vast divide between management’s message and the clients’ or members’ interpretation.
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covid drives new m&a trends

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buyers find good deals as baby boomers head for the exits.

by joseph tarasco
accountants advisory group

as the economic recession and health concerns in our nation are at a pivotal point and closely linked in a “perfect storm,” strategy-oriented cpa firm leaders will take more of a holistic approach to manage and lead their firms.

more on m&a: m&a surges ahead despite covid crisis | new rules: covid shifts m&a landscape | merging in sellers: what you need to know | how to start (or re-start) your own accounting firm | five keys to successfully selling a cpa firm | mergers: what could go wrong? | 10 questions to ask yourself before buying an accounting practice

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coming to terms with the recession and health risks, leaders must not only focus on the current and immediate issues affecting their firms but now they must also plan for the near and long-term future “new model.”

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stop ignoring opportunities right in front of you

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extended hands on black backgroundhow “take what’s given” works in business.

by bill reeb

in the practice of martial arts, the concept of “take what’s given” is drilled in to teach us to respond to what our opponent is offering rather than either following some mental plan we have conjured up or over-relying on our strengths.

more: are you your biggest obstacle? | why we risk change | learn to embrace failure | what would make you happy? | do you have a goal or just a speed? | learn more by letting go
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when you have an unfamiliar opponent, both a mental plan and leveraging strengths require information you don’t have to dependably work. in other words, those two options presume superiority – that i know my strengths are greater, or that my plan has all the necessary contingencies to appropriately react to the actions and reactions of my opponent. how could you have this level of knowledge or insight about an unknown opponent?
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re-thinking today’s firm with five global leaders

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are you building a cathedral or merely breaking stones?

//www.g005e.com/2020/08/05/5-firm-leaders-on-how-covid-19-is-changing-their-thinking/
new imperatives, from the u.s. to spain, australia, and back: mcconnell, fay, tomasi, and majchrzak.

by bill penczak

the combination of the summer doldrums and the covid shutdown has provided some firm leaders pause to get in touch with their right-brainedness.

more marketing in the covid era: 5 things your firm should do differently this summer | do you have the guts to beat the covid crisis? | how to inoculate your firm against covid competition | ‘found money’ delights clients | don’t buy a rolodex, buy a process | the three r’s for beating the corona crisis | 6 reasons why your marketing sucks |

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these are difficult times for the economy and the industry, and while some firms hope to return to the good old days, covid and other societal changes may cause a long-overdue sea change in the accounting industry, which has been doing the same thing the same way for more than 100 years.

sometimes it takes a catastrophe to spur fundamental change, and that’s what we’re seeing today.

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when managing partners can’t

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word "fail" written in red markerfour ways to make sure managing partners will fail.

by marc rosenberg
the rosenberg practice management library

there is an intuitive notion that comes to partners that goes something like this: “let’s all get together and form a firm that will make us all more successful than any of us could be individually. we’ll follow the principles of democracy by dividing up the management duties so that no one is overburdened. the partners will make decisions as a group, thereby avoiding vesting too much power in one person.”

more: don’t let exiting partners double dip | the 13 signs you have a partner problem | covid-19, adversity and innovation | how covid impacts partner retirements |  three tough questions in partner buyouts | is mandatory retirement a best practice? | covid-19: how your firm can respond
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management by committee is doomed to fail. this list refutes the excuses partners often give for favoring management by committee.

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