leadership

what’s your why? and why should anyone care?

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businessman pole vaulting toward his goalunderstanding the drivers of others in the firm will make succession planning easier.

by gary adamson
bridging the gap

the very human tendency to assume that others think as we do can lead to great misunderstanding.

more: 6 tips for fostering leadership in your organization | 3 ways to keep your team members connected, engaged and energized | growing, developing future leaders is a two-way street | a winning culture is an intentional culture
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in truth, the things that drive individuals – what makes it all worth it – vary widely. discovering what makes each team member tick and what he or she most desires and values is an important step toward creating a cohesive partnership and bridging the gap, not just between generations but among all members of the firm.
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6 tips for fostering leadership in your organization

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smiling businessman in front of his boss3 each for current and future leaders.

by sarah johnson dobek
bridging the gap

encouraging new leaders and creating smooth transitions are easy goals to identify. homing in on specific tactics to accomplish these broad objectives can be much more difficult.

more: 3 ways to keep your team members connected, engaged and energized | marketing is not just for partners anymore | growing, developing future leaders is a two-way street | the culture of continuous improvement | a winning culture is an intentional culture | a call for change: an open letter to each generation
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this post offers practical suggestions from current leaders at firms that are finding success at developing the leadership capabilities of younger team members.
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3 ways to keep your team members connected, engaged and energized

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two businesswomen talking by office windowskills don’t develop automatically.

by angie grissom
bridging the gap

if new leaders are to come from within, then firms must succeed in retaining their team members over the long term.

more: marketing is not just for partners anymore | a simple way to dissolve the generational gap | growing, developing future leaders is a two-way street | they don’t want to be owners! | the culture of continuous improvement | a winning culture is an intentional culture | a call for change: an open letter to each generation
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this isn’t always easy but with the right tactics, current leaders can establish policies that increase engagement to reduce attrition while also building the necessary skills and attitudes for successful leadership in younger team members.

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marketing is not just for partners anymore

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younger and older businesswoman looking at laptop at outdoor cafe4 approaches to successfully embracing marketing.

by bonnie buol ruszczyk
bridging the gap

firmwide initiatives that bridge generations aren’t limited to process refinements and lean-style efficiency efforts.

more: a simple way to dissolve the generational gap | growing, developing future leaders is a two-way street | they don’t want to be owners! | the culture of continuous improvement | a winning culture is an intentional culture | a call for change: an open letter to each generation
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dramatic changes in marketing have accompanied the digital revolution, and today’s most successful firms are embracing their new opportunities. marketing is yet another avenue for bringing together old and young firm members and enhancing mutual understanding as everyone works to benefit the firm’s growth.
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a simple way to dissolve the generational gap

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older and younger businessmen talkingcurrent leaders have to set the tone.

by rick solomon
bridging the gap

like most conflicts, the generational gap between current and emerging leaders can be minimized or eliminated by honest communication that involves a degree of vulnerability.

more: growing, developing future leaders is a two-way street | they don’t want to be owners! | the culture of continuous improvement | a winning culture is an intentional culture | a call for change: an open letter to each generation
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when open sharing of goals and perspectives takes place, all parties are better able to understand and respect the individual needs of “the opposition.” in such an environment it becomes far easier to find ways to meet the desires of all participants and create a shared path toward mutual satisfaction.
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eliminate mystery through communication and inclusion

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focused businessman and businesswoman writing and discussing business graphor flipped, why are you keeping secrets?

by rita keller

improved communication can be achieved with many different approaches. some tactics may primarily affect intra-firm understanding and teamwork, while others focus more on increasing clarity and frequency of communications with clients. no matter where they are directed, when these efforts are successful they benefit the firm and its clients alike.

more: growing, developing future leaders is a two-way street | they don’t want to be owners! | the culture of continuous improvement | a winning culture is an intentional culture | a call for change: an open letter to each generation
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

when i begin to work with a new cpa firm client, one of the most common issues i encounter is the lack of open, honest, ongoing communication between firm leadership and team members.
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growing and developing future leaders is a two-way street

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businessman with briefcase riding on rocket5 leadership skills to hone and 4 questions to ask about your firm.

by carrie steffen
bridging the gap

bemoaning a lack of future leaders within the firm is not a solution to the perceived problem. instead, it behooves current leaders to identify and nurture potential leaders, helping them develop the relevant skills and clearly communicate a defined path to leadership as well as expectations for applying targeted competencies. young professionals with aspirations of leadership, in turn, must embrace opportunities and demonstrate willingness to meet current leaders partway.

more: they don’t want to be owners! | the culture of continuous improvement | a winning culture is an intentional culture | a call for change: an open letter to each generation
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firms are at a crossroad when it comes to transitioning to the next generation of leaders. according to the cpaca study on succession readiness, 48.3 percent of firms of all sizes cite “lack of future leadership talent” as a primary obstacle in their succession.
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auditors: the world needs you in the fight against terrorism

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what the profession needs to know about money laundering. 

by wm. dennis huber and larry crumbley

there are difficulties in measuring funds channeled into financing terrorist organizations and activities worldwide. various sources estimate this funding to be between $590 billion and $1.5 trillion through money laundering. pwc suggests that “money laundering transactions are estimated at 2% to 5% global gdp, or roughly $1-2 trillion annually.”

however, financing terrorist organizations and activities is not necessarily the result of money laundering. financing terrorist organizations and activities may be accomplished by reverse money laundering, or “money dirtying” which may make financing terrorist organizations and activities even more difficult to estimate.

just as evidence of fraud cannot be ignored, so too evidence of financing terrorist organizations can no longer be ignored.

the goal of money-launderers is, like that of a corporate enterprise, to maximize profits and reduce risk while the goal of terrorists, on the other hand, is to further a political agenda or ideology, or to destroy or kill with no regard to profits and with little regard for risk. read more →

they don’t want to be owners!

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dennis sherrin: "it is my mission to empower our employees to do great things and reach for more than they think they can while making sure they get the credit and this firm prospers."it may be just a matter of perception. but numbers to draw from are lower.

by sandra wiley
bridging the gap

there’s a general assumption these days that younger professionals don’t have as much inclination toward, or ability for, firm ownership compared to previous generations.

more: the culture of continuous improvement | a winning culture is an intentional culture | a call for change: an open letter to each generation
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data is scarce to support that idea, however. it may be a misperception stemming from factors other than simply desire and potential. when asked, firm leaders young and old express enthusiasm about the opportunities for emerging leaders.

in our discussion of bridging the gap between management and emerging leaders, we would be remiss in not addressing the topic of moving from emerging leader to owner. the perception among many in our profession is that there are fewer individuals at the senior and manager levels who aspire to be an owner, and even when they show a desire, they simply do not seem technically capable. i can find no statistical data that proves this perception but when i ask current partners how many of their own peers actually became owners, the number is low. that indicates to me that there have always been relatively few people entering our profession who ultimately aspire to climb to the partner level.
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the culture of continuous improvement

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industrial metal number 5implement lean in 5 steps.

by dustin hostetler
bridging the gap

change is never easy, and the accounting profession has often shown a particular resistance to relinquishing traditional patterns. but for those firms that embrace change at all levels through process improvement initiatives such as lean six sigma, the results have been both visible and rewarding.

more: a winning culture is an intentional culture | a call for change: an open letter to each generation
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when this kind of initiative succeeds, generational conflicts melt away as the shared vision and firmwide efforts unite older and younger team members in their quest for the common goal.
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a winning culture is an intentional culture

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tamera loerzel: "are you defining your culture or letting it define you?"4 steps you can take today.

by tamera loerzel
bridging the gap

firm culture is a term that is frequently used and often taken for granted. assuming that your culture matches the firm’s stated goals isn’t wise, nor is considering the culture to be static and unchanging.

more: a call for change: an open letter to each generation
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to create and maintain a firm culture that delivers positive results and brings team members together to work toward a common cause, you must take action to ensure that the many elements contributing to an engaging, positive firm culture are all working to create concrete manifestations of the culture you desire to see.
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a call for change: an open letter to each generation

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three businesspeople of different agesdrop the preconceptions and start working as a team.

by jennifer wilson
bridging the gap

much like siblings, multiple generations working at the same firm often bring entrenched points of view and strong biases that have at least some basis in truth. dropping these notions may be uncomfortable and require a conscious effort, but will benefit the firm as well as individual relationships within it.

with three distinct generations in the workplace today, the impacts of generational differences are phenomenal. firm leaders are challenged to balance and blend each generation’s unique historical context, motivators and somewhat differing values systems to create a unified team and a sustainable firm.
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