management

the disruptors: when financial statements go extinct with corey schmidt

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watch the video or listen to the podcast.

 


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the disruptors with liz farr

corey schmidt’s take-aways

  • offer your staff different paths to being successful.
  • pinpoint the talents you have on your staff, and nurture those special skills.
  • carve out time for people to work on those skills, not just the backlog.
  • challenge your people earlier in their careers so they have three years of experience rather than one year repeated three times.
  • create roles for the kinds of skills your people have.

more: the disruptors: re-inventing accounting with tyler anderson |  the disruptors: how to scale with new padgett coo amanda aguillard | eat that frog: asking for a prospect meeting | growing revenue through client service | lease accounting is about to get very real | google ads for new tax season clients | exclusive: eisner ceo charly weinstein explains the private equity deal  | flash briefing: a “call to arms” after private equity deal | four ways to beat the staffing shortage, with pasha malik

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  • a forgotten metric is client happiness. if we provide a service that makes them feel good about what they’re getting, they’re going to be willing to pay more and will stick around much longer.
  • firms should own who they are. a firm with a hard-driving culture that values working long hours should seek out team members who like that kind of work culture.
  • think about where you want to be in five years, and start hiring people who fit that kind of work culture. build in the people, processes and systems around that end goal.

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turn process into profit

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pixelated blue text "workflow" on binary code backgroundit might be time for a new 80-20 rule.

by jody grunden
building the virtual cfo firm in the cloud

as a business grows, it becomes necessary to systemize the processes in order to increase the team’s efficiency and deliver a consistent experience for clients.

more: three keys to client file security | cybersecurity poses challenges for virtual firms | check the roi of new tools | is that shiny new software your best choice? | distributed firms need different tech suites | a tech stipend for employees? why not?
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one of the challenges that comes with creating systems can be getting every team member on board with the process you want to put in place. for example, joe may have one way of doing things, while karen does them another way and susie yet another.
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why map programs are essential

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cpe isn’t the only reason to attend a program.

by ed mendlowitz
call me before you do anything: the art of accounting

i attend management of accounting practice (map) cpe programs. in many instances these do not qualify toward the mandatory cpe requirements. who cares?

more: how to become a specialist | secrets in specialties | making sure the son got proper credit | yes, shirt logos can matter | 10 more reasons cpas quit public accounting | family trees of clients
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i go because i want to make more money, work more effectively, service clients better, excite and retain staff, and have more fun doing what i love to do and have to do anyway.
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making partner: the essential metrics

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from mastering business-building skills to people-building skills.

by marc rosenberg

there are many ways to measure the performance of staff on the path to making partner.

more: making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner?
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as is my style, i will present far more measures than most firms actually use. but i doubt you’ll perceive any of the methods here as unimportant. they are not listed in any particular order of importance.

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the disruptors: how to scale with new padgett coo amanda aguillard

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watch the video or listen to the podcast.

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“process, process, process” and other lessons in scaling an accounting business.

with liz farr

to beat the staffing shortage, tax and accounting firms will need to rank technology skills as important as accounting skills, padgett coo amanda aguillard says in this episode of the disruptors, a new 卡塔尔世界杯常规比赛时间 series of conversations between special contributor liz farr and leading change-makers in the profession. this is the first of the series.

more video: eat that frog: asking for a prospect meeting | growing revenue through client service | lease accounting is about to get very real | google ads for new tax season clients | exclusive: eisner ceo charly weinstein explains the private equity deal  | flash briefing: a “call to arms” after private equity deal | four ways to beat the staffing shortage, with pasha malik

goprocpa.com exclusively for pro members. log in here or 2022世界杯足球排名 today.

“we will have to be creative about who we hire,” aguillard says. “knowledge of accounting is important, but it’s not the only thing… being tech-curious is just as important.”

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is your team climbing the right wall?

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five ways to stay focused on the most important, not the most urgent.

by anthony zecca

do you evaluate the effectiveness of your team by what they get done or on what they get done that matters?

more zecca: how to build a standout team | competing for talent in a private-equity world | five keys to becoming a high-performing firm | 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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simple question and for most firms, the answer is a focus on getting things done.  however, getting things done too often does not align with putting effort into getting things done that matter. read more →

stop complaining and start innovating

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the pandemic requires new thinking with new business models.

by tamera loerzel

considering the many long-term ramifications from the pandemic on the accounting profession, i would start with a “clean sheet of paper” to position your firm for future success,

more: private equity at the gates | 12 shifts to ensure firm success | how to reinvent the firm for the covid age | why it’s time for an acquisition | three ways the accounting profession has changed | ramping up for the year ahead
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

firms today require new thinking, new business models, and new ways of operating, staffing, managing work, and measuring success.

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what sets your firm apart … if anything?

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red rocket rising above white hot air balloonshow to be different in a changing market.

by steven e. sacks
the new fundamentals

your firm conducts audits, prepares tax returns and offers some consulting services. yours is one of 42,000 non-big 4 firms in this country, a large majority of which offer the same three packages. firms in the same geographic market may not serve the same slate of industries, but through hiring niche expertise or merging in a firm can make inroads into the same markets.

more: why deadlines get missed | too busy? you may need to reprioritize | who needs another meeting? | the five big rules for powerpoint presentations
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this happens frequently, making a competitive market even more crowded. the challenge that your firm faces is how do you show a real value-added distinction from the firms you compete against? differentiation does not mean a relaxed dress-code policy.
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why deadlines get missed

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blindfolded at computeryou might have to rethink how they’re established.

by steven e. sacks
the new fundamentals

distractions, distractions and more distractions, coupled with deadlines. ah, deadlines! those are the bête noire of executives, journalists, record producers, book authors and anyone else in the workforce whose deliverables are expected by a certain date.

more: too busy? you may need to reprioritize | is it time to outsource? | five reasons you’re not swot-ready | who needs another meeting? | 4 questions for cpa firm boards | are you productive or just busy? | the five big rules for powerpoint presentations | how aging boomers impact the accounting profession | accounting is a profession, not an industry
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and what about those dates? are they arbitrary or do they have the real urgency of, say, a court order?
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too busy? you may need to reprioritize

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young businessman punching and breaking clock with fistfive steps to better time management.

by steven e. sacks
the new fundamentals

some firms encourage expanding workloads, creating questionable tasks or keeping people occupied under the pretense that their actual activities provide real value. what is the meaning of busy, really? and how are outcomes from efforts measured for value?

more: is it time to outsource? | five reasons you’re not swot-ready | who needs another meeting? | 4 questions for cpa firm boards | are you productive or just busy? | the five big rules for powerpoint presentations | how aging boomers impact the accounting profession | accounting is a profession, not an industry
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

part of the illusion of being busy is that you can master many things at the same time. it certainly would keep you busy (or occupied) but you won’t nurture new skills and discover what your real aptitude is to help yourself and/or your firm.
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check the roi of new tools

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roi illustrationinnovation is great when it’s for the right reasons.

by jody grunden
building the virtual cfo firm in the cloud

depending on your age, you may or may not remember lotus 1-2-3. it was a hugely popular spreadsheet program back in the ’80s and early ’90s that was eventually taken over by excel. if we had been “married” to lotus 1-2-3 at that time, we may have gone out of business because we wouldn’t have been able to react fast enough.

more: is that shiny new software your best choice? | distributed firms need different tech suites | staffing: 10 key interview questions | leaders need time to lead | when value billing eliminates guesswork | put bots to work for you
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this is the world of technology today. we have to operate under the mindset that what we’re currently using may or may not be around in five years.
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is it time to outsource?

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notepad with word "hire" crossed out and "outsource" written in underneatha swiftly changing environment demands flexibility.

by steven e. sacks
the new fundamentals

one of the revelations arising from the great recession was that cpa firms found they could do more with less human resources, or at least maintain the same level of productivity. we are now operating in what is referred to as the gig economy, in which important functions can be outsourced and firms and companies can still focus on core competencies that impact growth and profitability.

round 3: five reasons you’re not swot-ready | who needs another meeting? | the five big rules for powerpoint presentations
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because it is increasingly challenging to maintain high standards in all functions while still focusing on core competencies that drive growth, seeking outside help is becoming an attractive option. so, when should you outsource services?
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the six essential kpis for managing partners

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proper planning prevents poor performance.

by bill penczak

we have all heard the term, “working in the business” instead of “working on the business.”   i would suggest that most managing partners and senior leadership fall more into the “in” than the “on,” given staff turnover, busy season deadlines, exhaustion, and advancing years of many managing partners.

more: the great resignation: five reasons accountants are quitting   |  five tips for better decision-making   |  your marketing sucks: six reasons why   |  five global cpa leaders: four survival strategies    |  are you too generous with your write-offs?    |  it’s time to herd your highly compensated cats  | nine smooth moves to build client satisfaction   | five tough questions for these tough times |  i started a consulting practice the first week of march 2020

i’ve endured enough management committee meetings during which the course of conversation leans more heavily towards rat-holes than addressing key firm issues of people, technology, quality, risk management, and growth.  at the end of the day, every decision you make as managing partner foots back to one of those areas. deciding on the venue of the holiday party does not fall into that category.

peter drucker, the famous management consultant, summed it up succinctly: management is doing things right; leadership is doing the right things.

here are six ideas that managing partners should contemplate when it comes to running an effective and engaged firm: read more →