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get your team on board with value pricing

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overhead view of five businesspeople stacking hands in teamwork gesture

five keys to success.

by jody padar
radical pricing – by the radical cpa

truly aligning your staff with your new business model may be the most important part of overhauling pricing and building a client-centric firm. this kind of systemic shift needs the full support, compliance and understanding of the entire firm. a change in pricing affects everyone’s job.

more by jody padar
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here are the key components your team must understand and be aligned with:

  1. understand fixed and value pricing. your team needs to understand how bundles are created and where services begin and end. they are the ones who will do the knowledge-based work, so they should follow the conversation around value and value identification. they need to understand the intricacies of each deliverable and the scope of standardized packages.

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picking up the phone helps retain tax clients

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businessman talking on phone in the office

personal touches matter.

by ed mendlowitz
tax season opportunity guide

clients are not numbers on a list that needs to be reduced. they are all individuals and consider themselves very important people and want professionals who treat them accordingly.

more by ed mendlowitz
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it is attitudinal and accountants must adopt that mindset and transmit that through to their culture. so you need to know when it’s essential to pick up the phone.
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tax refunds up 18% early on

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data chart

most other tallies are down by around 7 percent.

by beth bellor

once again, refunds are up and everything else is down in the world of individual income tax returns.

more: first tax filing reports are in
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at the close of the second week of tax season, the irs had received 23.6 million returns, down 7.7 percent from the same week in 2024. it had processed 23.5 million returns, down 7.6 percent, which includes returns received in 2024 or 2025 and processed this year.
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you don’t have time for every client question

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businessman with eyes closed, head on hands

not this time of year.

by frank stitely
the relentless cpa

a well-known practice management expert, whom i greatly respect, advises cpas to never tell clients that you don’t have time for them. i disagree with the never part. you know how it starts. on march 25th, the call comes in.

“i know you’re busy but …”

more by frank stitely
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a request follows that could most certainly wait until after tax season. you are hip deep reviewing all the personal tax returns that got stuck in process while you climbed out of the march 15th corporate tax ditch.

“i need to know if i’m paying unemployment taxes to the right states. i think i should be paying taxes to the people’s republic of california, but i’m not. i’ve been paying unemployment taxes to uzbekistan instead.”
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why people struggle with communication

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two things to demonstrate with existing clients.

by martin bissett
passport to partnership

ultimately, when we have to interact with clients, subordinates, superiors or peers, the questions are always the same: who do i need to deliver this information to and what approach would they respond most favorably to?

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in arriving at “communication” we come to the most intangible of all the components to obtain a “passport to partnership.”
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grow leaders to transform accounting

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letter blocks flip between the words "lead" and "learn"

create a culture where leadership can be learned and practiced.

by donny c. shimamoto

series note: this article is part of a series of articles inspired by “joy, inc.”, written by richard sheridan, cofounder and ceo of menlo innovations. while his book is about the software industry, there are many direct analogies applicable to the accounting profession. we must #transformaccounting and bring joy back into the work we do to sustainably address our profession’s people crisis.

when we talk about leadership in accounting, we often think about the partners in accounting firms, the controller or cfo of a finance department, or the chief audit executive of an internal audit department. we also talk about “young leaders” or “emerging leaders” when referring to those we think have “leadership potential” and could aspire to the positions described above.

more: transform accounting by fighting fear and embracing change | tear down towers of knowledge to transform accounting
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however, i have always held the belief that everyone in an organization can be a leader, and we need to equip people within our organizations to lead when an appropriate situation arises. part of empowering employees is enabling them to take action or make a decision, even when “the leader” isn’t present. the organization’s values, policies and culture should help employees make the right decisions – or know who to escalate an issue to make the decision. what we don’t want is total inaction.
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put people without degrees on your audit team

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four businesswoman having a meeting around a table

plus best practices for year-round and remote audits.

by alan anderson, cpa
transforming audit for the future

firms these days are throwing technology at audit and calling it innovation. but if you try to roll out too much at one time, that’s a disaster. your people won’t have any time to talk to the client and figure out what’s going on in the business if they’re too busy trying to figure out how all the pieces of technology all work together.

more by alan anderson
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a better approach is to prioritize the technology rollouts and cut those in half. focus on the two or three that are the most important. if you try to do too much, your implementation will fail. a partial implementation won’t get you anywhere. partial implementations tend to result in complicated workarounds, so the new tech not only doesn’t save time or effort, but it actually makes it harder to get the work done.
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