five ways to improve operating margin during covid
are you too generous with your writeoffs?
by bill penczak
management
5 ways to build teamwork
set the tone for your staff.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: my staff seems to have “wandered” away from feeling this is a firm – that we are all in this together – to becoming a bunch of people who happen to work at the same address. do you have any suggestions to get them to pull together?
more practice doctor q&a: how many hours should staff work? | is this a rut? | taking over poorly done work | when to offer profit sharing | what’s in a title? | managing partners should drop their book of business | what’s lousy, the client or your approach? | not the mp, still a ‘managing’ partner | checklist for running a practice
exclusively for pro members. log in here or 2022世界杯足球排名 today.
answer: yes – it’s called leadership.
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is your message open to interpretation?
what 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
the result? there is a vast divide between management’s message and the clients’ or members’ interpretation.
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bill reeb: new rules for the covid era
^ click to play
how coronavirus exposes all the bad habits of bad management.
with steven sacks
the new fundamentals
composing text messages in ms teams
effective communications in the age of covid
misunderstandings and shortcuts in the workplace can create a hostile and stressful environment.
by steven e. sacks
the new fundamentals
with more people using mobile devices for communication shortcuts, are we facing troublesome challenges in speaking in a recognizable language in the u.s.?
more: why proper communication is critical | syncing up for the covid era | the new covid-19 workplace: are you prepared? | how to create effective internal communications | profit is not a mission | confronting leadership: not such a bad thing | new opportunities for a ‘new normal’ | is trust elusive?
while it may be convenient for some, for others it leaves them scratching their heads. i am not seeking to be a public scold. however, if you want your communication to be effective, then understand your audience, situation, and topic.
this is especially relevant with teams working virtually, and at a distance, in the age of covid.
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the 13 signs you have a partner problem
and seven ways to fix it.
by marc rosenberg
the rosenberg practice management library
in my experience, roughly 60 percent of all cpa firms (below the top 100) have either major partner conflict or a pronounced lack of effective partner communication and/or relations.
more: 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 | reward partners for performing like partners
this is a huge problem because unless the partners of a firm work reasonably well together, it is very difficult for their firm to be truly successful. i’ve always been a believer of the adage “partners who play well together do well together.”
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work ‘better,’ not ‘harder’
this extends to how you use and train your people.
by bill reeb
overachievers typically don’t have a problem working hard, but they often have a problem working “better.” so let’s focus on learning how to work better.
more: why your to-do list isn’t getting done | learn to embrace failure | what would make you happy? | covid-19 crisis requires new mindsets | 3 early warning signals for overachievers | how overachievers can get ‘unstuck’
regarding any technique, know that by remaining open to learning while doing the work (letting go of what you think you know), that is where you will find the “wisdom in the work,” which can bubble up into profound thoughts and ideas that can help you work better.
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covid-19, adversity and innovation
3 things firms have learned so far.
by marc rosenberg
the rosenberg practice management library
our country has a long way to go before we fully adapt to a covid-19 world and navigate compounding national issues. but cpa firms are resilient and have made major strides in adapting to a new and challenging environment.
more: how covid-19 impacts partner retirements | three tough questions in partner buyouts | is mandatory retirement a best practice? | covid-19: how your firm can respond | reward partners for performing like partners
i took some time to jot down a few high-impact observations. if you don’t see any mention of people working remotely and communicating via videoconferencing, the reason is obvious – everyone’s doing it.
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why proper communication is critical
consider the impression you deliver.
by steven e. sacks
often, we are so concerned about getting out a message that we don’t stop to think whether the delivery mechanism matches the nature of the content.
more: syncing up for the covid era | 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 | influence, don’t manipulate
in a face-to-face conversation, the reaction you get is immediate because you may have employed the wrong tone, selected the wrong words or chosen an inappropriate time to engage. younger professionals who are observant, especially when admonished – either overtly or subtly – will learn from the experience. the signs are not as clear when it involves email communication or phone calls.
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the only 3 metrics you need
a totally virtual firm outlines the metrics it uses to measure staffers.
by jody grunden
summit cpa group
if you want to grow your accounting firm, it’s important to evaluate the effectiveness of your process on a regular basis. you want to be aware of what’s working well and what’s not. you also want to continually be improving upon your services over time.
more: how to attract clients like a magnet | riches in niches | marketing is about thought leadership | how to audit 401(k)s | 3 measures of the effectiveness of your team | how to profit with workflow apps
exclusively for pro members. log in here or 2022世界杯足球排名 today.
there are three things you can specifically monitor when it comes to the effectiveness of your team. here’s how we do it at summit cpa group. maybe these ideas will work for you too.
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syncing up for the covid era
the three key ingredients for success in internal communications.
by steven e. sacks
how to create effective internal communications
who is responsible for them?
by steven e. sacks
cpa firms need to focus on internal communications. they have realized that to have a content and motivated staff, they must keep their people “in the loop.”
more: profit is not a mission | does your firm’s board know its role? | are executive performance reviews dangerous? | influence, don’t manipulate | getting and keeping the best: the struggle continues | how does your firm leverage its talent?
how many times do employees hear about a firm’s initiative after it has been implemented or announced in the local (or national) media? what does this do to morale? what impact does it have on the trust factor?
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