recommended: two books to read.
by ed mendlowitz
question: i’ve read that many firms are no longer using timesheets. how do you feel about that?
more: how’s your overhead? | 9 must-haves for firm growth | collect more by clearing up billing | envision your future, then plan for it | 5 ways to build teamwork
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answer: there is a growing group of firms that no longer use timesheets.
how to convince journalists to share your message.
“either write something worth reading or do something worth writing about.” – benjamin franklin
by steven e. sacks
the new fundamentals
we are constantly frustrated by how much email enters our inbox daily.
more: have a real-life conversation | exchanging knowledge has no downside | political correctness or just common courtesy? | syncing up for the covid era | profit is not a mission | confronting leadership: not such a bad thing | new opportunities for a ‘new normal’ | is trust elusive?
but think about reporters and editors; they will receive hundreds of news releases every day.
which employee is most valuable? you might be surprised.
by frank stitely
the relentless cpa
we have been heavily in the numbers so far. let’s take a break from that to discuss a factor that, while not heavily numeric, plays a big factor in managing wip – employee productivity. because capacity is the denominator in the lean six sigma equation, and employee productivity is a big factor in capacity, employee productivity becomes a big factor in determining turnaround time.
more: calculating and cutting turnaround time | there are no easy answers | how to thrive as a 21st-century firm | farm-aid for accountants? | whittle down wip | the tax practice traffic cop | how to coach your staff | how to create good managers
first, let’s dismiss from the room all the consultants, who tell us that time tracking and productivity metrics don’t matter. for the most part, these consultants have never managed or owned cpa firms. rarely have they worked in firms for any length of time.
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welcome to the business version of “sharing is caring.”
by steven e. sacks
the new fundamentals
some people believe that knowledge is power, and the more of it they hoard the more power accrues to them. regardless of what level you are in your organization, the more open communication you encourage, the better you and your company will perform.
more: take that extra breath with email | is your message open to interpretation? | why proper communication is critical | how to create effective internal communications | how to select your firm’s board | trust is a key organizational ingredient | real influence vs. immediate gratification | 4 ways to boost job satisfaction | retention starts with the hiring interview
i have found in many work environments that what results from the perceived “power trip” someone derives from keeping things “close to the vest” is more backbiting and a greater misalignment of strategies.
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also known as the laziness equation.
by frank stitely
the relentless cpa
one of the funniest parts of launching clarity practice management has been watching my business partner, peter daniel, learn about the business acumen of cpas and accountants. peter and i founded clarity as a collaboration between a cpa firm client (peter) and a cpa firm (me.). he knew what he wanted from a client perspective, and i knew what we wanted as a cpa firm.
more: there are no easy answers | the 3 biggest tech failures of accounting firms | 7 steps to effective project management | wip-ing clients into shape | maximize your role as visionary | the land mines in tax returns | give your people the resources they need
peter owns a software development company and believes in the rational decision-making model for businesses. the rational decision-making model is totally irrelevant to the way most cpas and accountants run their practices. for instance, consider this interchange between peter and a practitioner at our clarity booth during a trade show.
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