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10 interview questions for unlocking true potential

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how to think outside the (geographical) box and hire remotely.

by jody grunden

before our firm became a distributed company with a remote workforce, our hiring was naturally limited to a small geographical location – fort wayne, indiana.

more: the hidden cost of running a distributed company | how to run effective leadership team meetings | disc helps remote team work together effectively | 3 ways to keep client files safe from security threats | the rise of the virtual cfo
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when we really started to grow, we knew we needed to bring in more senior-level accountants to be able to handle the clients we were bringing in at such a rapid pace.

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‘learning culture’ requires standardized processes

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three people speaking by videoconferencemake training a priority.

by roman h. kepczyk
quantum of paperless

for many firms, the ability to identify, standardize and implement best practices is the last remaining competitive advantage in business today as communications tools and access to technology have become available to everyone.

more: centralize contact administration | cutting your quickbooks costs | reclaim time with remote deposit | why daily t/e entry should be required | why your firm needs procedure manuals | digital tax workflow requires a system, not projects | survey: 60% of firms employ remote access tools
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to take advantage of the continuous stream of innovation and opportunities, firms must adopt a “learning culture.” this requires a formal process to capture and standardize best practices in every department within the firm so that every person can take advantage of them.
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help tax clients help you

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man staring at pile of paperwork11 clear instructions to make tax season easier.

by ed mendlowitz
tax season opportunity guide

providing instructions of what a client needs to do must be clear enough so that the client doesn’t call you to find out what to do.

more: 3 steps to tax season happiness | 12 ways to have more fun this tax season | bill with the tax return, get paid faster
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sometimes taking an extra minute to lay out what the client should do can eliminate that call or indecisive moment a client might feel.

  1. the object of the instructions is to have the client do what you want them to do.

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merging in sellers: what you need to know

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businessman wearing glasses, suit and serious expressionbuyer beware. seriously.

by marc rosenberg
the rosenberg practice management library

dramatic changes have swept the cpa firm merger market in the past few years. because of the avalanche of sellers in the market, as well as the changes in strategic direction many buyers are taking, buyers are being much more selective than in the past.

more: 8 ways comp systems get partners to do what the firm needs | 7 points of a well-crafted partner buyout agreement | take yoda’s advice on strategic planning | buyers name 20 big merger turnoffs | smart tech tips from top cpa firms | 15 amazing organizational tactics to manage a cpa firm | why governing by partner ownership is bound to fail
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this means that sellers who always thought that their fallback exit strategy was to sell to a larger firm may be in for a rude awakening.
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the hidden costs of running a virtual cpa firm

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happy business professionals giving high five hand slapcombine a retreat with cpe.

by jody grunden

with a brick-and-mortar company, there are a number of standard costs that you would expect to have, such as rent or mortgage, utilities, building repairs, furniture, technology, etc. the total amount of these kinds of costs typically falls in the range of 3-4 percent of the company’s annualized revenue. that amount can be pretty significant for a lot of companies.

more: how to run effective leadership team meetings | toss the org chart for an accountability chart | how core values affect remote work culture | how ‘tech stacks’ can help you standardize | ready to be a virtual cfo?
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some business owners may think they can save the company all of that money by going remote, but i personally believe that’s a terrible idea. while it’s true that a distributed company doesn’t have the costs that come with having a physical space, the very nature of a remote work environment results in a completely different and unique set of needs that should be considered in the company’s annual budget.
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