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how to run effective leadership team meetings

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four people on each side of a videoconference3 ways to make it happen.

by jody grunden

doing the disc assessment with our team, we learned that some people love meetings and some people despise them. the “d” (dominance) personality on the disc scale tends to be direct, very results-oriented and less collaborative in meetings. the “i” (influence) personality enjoys meetings because they provide an opportunity for social engagement and collaboration.

more: toss the org chart for an accountability chart | how to develop your leadership team | disc helps remote team work together effectively | how core values affect remote work culture | 4 ways to bill clients | 3 ways to keep client files safe from security threats | how ‘tech stacks’ can help you standardize
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the “s” (steadiness) personality may not feel comfortable speaking up in meetings unless they are called upon. the “c” (conscientiousness) personality may need to rally more energy within themselves for meetings because they tend to value working independently over collaboration. knowing the personalities of your leadership team members will help you run more effective meetings.
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the seven new realities accountants can’t ignore

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businesswoman at crossroads, facing two pathswhy you must kill the old paradigms.

by marc rosenberg
the rosenberg practice management library

“as long as the roots are not severed, all is well. and all will be well in the garden.”

more: are you ready for the great disruption?
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that great line is from the 1979 movie “being there,” starring peter sellers as the simple-minded chance the gardener, whose unpretentious dialog is misinterpreted by titans of government and industry as being extraordinarily prescient.

but this line is a perfect way to begin talking about cpa firm marketing and growth. the “roots” of revenue growth are these:
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the new way to handle exit interviews

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woman and man shaking handskeep the door open and don’t burn bridges.

by steven e. sacks
the new fundamentals: practical guidance for today’s accounting firms

a more mobile workforce should make accounting firms think seriously about how effectively they handle staff departures.

more: be a talent magnet | the 5 keys to success in accounting careers | the holy grail: finding the right talent | the power of ‘real influence’ | stop wasting time in useless meetings
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in fact, the whole process of recruitment and retention needs careful evaluation so the same mistakes are not repeatedly made. otherwise, firms engage in the act of insanity, the definition of such usually attributed to albert einstein is “doing the same thing over and over again and expecting different results.”

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dicey disruptions

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and the five strategies your firm will need.

by gale crosley

a year ago, firms were struggling. the organic growth of the top 100 slid down to 4.6 percent, the lowest level since 2011.

more: 2020 outlook: upstream mergers | 2020 outlook: staffing gets creative
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was it because…?

  • the profession was resource-constrained?
  • was it the distraction of technology transformation?
  • what about distractions caused by mergers?
  • or possibly all of the above?

here are the five best strategies to consider going forward:

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