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make tax workflow work for you

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smiling woman wearing glasses, looking at computer screen

tell quickly when a delay is the client’s fault. plus: 12-step tax return and 8-step writeup workflows.

by frank stitely
the relentless cpa

let’s play buzzword bingo. i’ll go first: workflow.

workflow is the cpa firm buzzword of the decade. every vendor leech trying to suck the life out of your bank account drops this term, and in so doing, workflow now means everything and nothing at all. marketers have so devalued the term that we shouldn’t be surprised that no one has an effective workflow, because no one knows what it is. let’s flush the confusion.

more by frank stitely
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workflow is not scanning and import software. workflow is not workpaper binder software. workflow is not a portal or tax return preparation software. workflow is not project management software, much as it pains me to so state. these are no more workflow than a hammer is real estate development. they are tools to accomplish workflow.
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define your worth, then tell the world

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use these exercises to refine your message.

by martin bissett
passport to partnership

an advisor is trusted when they can show that they

  • took responsibility for their end of the bargain in the client engagement,
  • educated the client of their responsibilities,
  • offered prompting and assistance throughout but then allowed the client to ultimately govern themselves in terms of following through on their commitments.

more by martin bissett
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this then empowers the advisor to make a commercial decision when the client now faces the consequences, as to whether they want to communicate even more assistance to make things all better for the clients and gain huge appreciation and emotional capital.
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luke templin: lose your perfectionist gene | the disruptors

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don’t be afraid to try new ideas or plans–or afraid to fail.

this is a preview. the complete 1-hour video episode, with commentary and transcript, is first available exclusively to pro members | go pro here
sponsored by “holistic guide to wealth management,” by rory henry – see today’s special offer

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the disruptors
with liz farr

luke templin believes that cas – client advisory services – will be the key to success as an accountant in the future. not only is it an effective recruiting and retention tool for staff, but “it’s an attractive offering to clients,” he says. “if you were to talk to most entrepreneurs on what they want, most of them are going to want some sort of proactive advice on the numbers,” and not just the basics of bookkeeping and tax prep.

more podcasts and videos: ira rosenbloom: m&a numbers are easy – culture fit is hard | roman villard: ditch the suit & shine | monique swansen: align firm values with services | tina mcgill: how to create lasting client impact | stefan van duyvendijk: develop operational mindset | steve evans: why traditional hiring methods fail | roger knecht: can you be an accountrepreneur? | beth whitworth: focus on outcomes not hours |mike sylvester: learn to say no | salim omar: identify your client’s $100,000 problem | jackie meyer: earn more with fewer clients | jack fleherty: don’t be a ‘yes’ person | greg adams: from finance to storytelling | the disruptors | jody padar: make radical changes now if you want to be relevant in 2030 | rebecca driscoll: amplify reach by helping other firm owners | rory henry: create the return on relationships | mike maksymiw: be the leader you wish you had | terrell turner: build a solid business showing up as yourself | kelly mann: be the bull in the china shop | alicia katz pollock: create a human-centric business |  nancy mcclelland: be the one your clients ask first |alan whitman: stop accepting the status quo | sean duncan: discover your own genius | ingrid edstrom: true wealth is not financial |

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over his career, templin has built four different cas offerings in other firms, including his own, a2 advisors, which focuses on fractional cfo services. as templin explains, the goal of cas is “to get numbers as real-time as possible,” while a fractional cfo expands on bookkeeping, “helping the client solve problems with as real-time numbers as we can possibly get.”

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brian hock: qualifications matter more than ever | accounting influencers

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“it’s a five-year degree for accounting versus four years for finance, and finance graduates often earn more.”

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accounting influencers
with rob brown

brian hock, founder of hock international, argues that accounting certifications and qualifications are more important than ever in an era of automation and artificial intelligence.

hock says the rapid shift in accounting standards is spawning a host of new specialty skills, including data analytics, cybersecurity, and automation.

“when i took the cpa exam almost 30 years ago, it was paper-and-pencil,” hock recalls. “now, technology is embedded in every aspect of accounting.”

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you need capable successors for a seamless transition

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younger businesswoman and older businessman smiling and talking in office hallway

prepare now.

by jennifer wilson

as vince lombardi said, “contrary to the opinion of many people, leaders are not born. leaders are made, and they are made by effort and hard work.”

 to experience a seamless transition as your leaders grow up, and then eventually out of your organization, identifying and developing your up-and-comers must become a core competence. without these critical abilities, there won’t be anyone to carry out the vision of your firm, serve your clients, or pay your retirement benefits and/or buyout. in this article, we’ll share ideas for developing leaders in your firm, identifying your partner potentials, and preparing them to step in and lead when the time comes.

more: generosity: the root of great leadership
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the first step is to make a cultural commitment to develop leadership skills in your people. some firms offer a leadership development program that allows people at various levels and in different roles, including administrators, to enroll in the program to enhance their ability to lead.
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who does what in accounting firm management

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what’s the difference between a coo and an fa?

by marc rosenberg
the rosenberg practice management library

“shooting the ball is not an equal opportunity act.” – pat riley, nba head coach

who is on a firm’s management team?

more by marc rosenberg
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of course, the answer varies from firm to firm and depends on its size. these are the most common members of a firm’s management team:

  • managing partner – the firm’s ceo, not necessarily a full-time position
  • executive committee or board

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amy cooper: new research unpacks key retention factors | know-how korner

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study finds job embeddedness, not engagement, drives retention.

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know-how korner
with donny shimamoto
center for accounting transformation

a new study by dr. amy cooper, cpa, cfe, cgma, an assistant accounting professor and program director at university of alaska fairbanks, challenges conventional wisdom, revealing that job embeddedness—not engagement—is the key to keeping accountants in public firms. 

more: donny shimamoto

“i assumed smaller firms would foster stronger embeddedness, but my research showed the opposite,” says dr. cooper. “larger firms offer more career mobility, specialization, and structured support, which increase long-term commitment.” 
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how to match your tech to your cas clients

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and why it’s worthwhile.

by hitendra patil
client accounting services: the definitive success guide

client accounting services essentially requires an ability for your firm to be able to best serve the needs of all your clients. in other words, your firm’s technology stack, services, processes and pricing packages need to cater to businesses of different sizes, turnovers, as well as various levels of tech-savvyness of the business owners and their employees. in yet other words, your firm should have the ability to do part of the accounting work or all the work your clients offload to your firm.

more by hitendra patil
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in such cases, you want the technology stack to be as standardized as possible to avoid costly, error-prone and time-consuming need to deal with a variety of software. at the same time, when clients do part of the work, you must seek to implement collaborative technology on the cloud to eliminate duplication of data entry and mailing/emailing information back and forth between your firm and clients. this will, most likely, require you to convince your clients of the benefits of common, collaborative, cloud technology platform, and more likely than not, train the clients onto newer technologies. but the experience of hundreds of firms shows that the payoff far outweighs the cost of such efforts.
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