leadership

is your firm’s culture a magnet or a repellent?

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magnet drawing in three peoplethe partners want the money; the younger professionals want the meaning.

by steven e. sacks
the new fundamentals

in the famous words of management guru peter drucker, “culture eats strategy for breakfast.” accounting firms are starting to get this message because now they are instituting initiatives that would have been laughed at years ago: a) every day is jeans day, b) shorts when there is no client meeting, c) work from home and d) reduced saturday hours during busy season. and on it goes …

more: organizational trust: top-down and bottom-up | staff orientation: a little investment goes a long way | managing information overload | 6 types of non-listeners | political correctness or just common courtesy? | syncing up for the covid era
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attracting and retaining quality staff has become one of the top concerns for cpa firms that want to grow and remain competitive. salary is no longer the number one concern for today’s younger professionals. opportunity, responsibility, accountability and a well-defined career path are the motivators. firms are pulling out all the stops to attract professionals who will be viewed as tomorrow’s leaders.
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6 leadership challenges through covid and beyond

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illustrationhow do you handle them?

by anthony zecca
leading from the edge

within every firm, every leader (edge or center) faces challenges every day. sitting here in 2020 as i write this book, the challenges presented by covid-19 are seismic in terms of impact as well as being totally unanticipated. covid-19 has forced firm leaders to examine their own firm down to its very core and to make decisions that challenged their leadership in ways never imagined.

more on edge leadership: assessing your firm | the 4 traits of great cpa leaders | why leaders must ensure clarity | incremental vs. exceptional success | do you lead or just manage? | managing vs. leading | is your leadership team at the edge? | 6 leadership challenges through covid and beyond | edge leaders share 7 strengths | leadership must drive culture | leading from the edge
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covid-19 has also resulted in new leaders emerging from the chaos of the pandemic to rise to a level of edge leadership. edge leaders will see the opportunities created by covid-19 while center leaders will only see the challenges. edge leaders will examine every challenge and find the opportunity making the firm stronger as a result.
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the myth of multitasking

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more activity doesn’t mean better productivity.

by steven e. sacks
the new fundamentals

how many people believe they thrive on doing at least two things at a time and believe that they are achieving optimal results? when you are on the phone, do you ever hear the clack, clack, clack of the keyboard in the background of the other party? or if you are in the middle of a conversation do you sense that the other party has to put you on hold because there was someone who may have entered his or her office? or, finally, you use a hands-free device for your conference call, do you put it on mute and then conduct in-person conversations in your office, or go through your email?

more: building teamwork under covid pressure | how can change management really produce change? | trust: one building block of success | make your presentations memorable | exchanging knowledge has no downside | political correctness or just common courtesy?
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what happens? you lose the essence of the conference call; you may have been given an assignment you missed or you did not respond to questions that were directed toward you. what does this tell the host of the call or the other participants? not only are you rude, but you may be the person who will throw a wrench into the spokes of an initiative that everyone is invested in.
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building teamwork under covid pressure

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handshake at an office meetingthe pandemic only highlights problems that existed before the office buildings were bolted shut.

by steven e. sacks
the new fundamentals

with the covid outbreak, businesses of all types have had their teams work remotely while trying to ensure that the team structure was secure.

more: how can change management really produce change? | managing information overload | 6 types of non-listeners | listening: how a conversation works | exchanging knowledge has no downside | political correctness or just common courtesy? | syncing up for the covid era
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

how to communicate with and ensure trust with each team member has presented challenges – some having to do with issues that normally occur even in an in-person setting, in pre-pandemic times.

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how can change management really produce change?

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post with two signs, "same" and "change"bonus: 3 steps to improving your culture.

by steven e. sacks
the new fundamentals

lately i have been in conversations on the topic of change management. there is no one right definition because consultants can view this concept in slightly altered ways. besides, one person’s view of change can be another’s view of slight modification. either way, there needs to be preparation from the firm, team and individual levels.

more: managing information overload | make your writing count | etiquette never goes out of style | make news, not noise | take that extra breath with email | 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? | influence, don’t manipulate
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

on a visceral level, change management is a mindset of how to prepare, equip and support people so they can successfully adopt change to drive organizational success and the resulting outcomes. if you peel away the layer of consultant-speak, it is really about how to influence people to change their behavior from “in the moment” to “future thinking.”
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