the two keys to doing it right. by amy vetter as a manager, it’s important to deliver feedback that walks the fine line of being both positive and instructive. if there’s one thing all management experience has taught me, it’s … continued
five questions to ask.
by rex gatto
gatto associates llc.
here are a few inconsequential misstatements to begin:
more on leadership: 7 habits of lousy cpa firm leaders
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now having capitalized on some bad humor, let’s look at some simple definitions to begin. these definitions can change according to your firm’s structure.
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five good habits for getting things done.
the best time management tips:
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by salim omar
tax time is widely considered the “busy season” for practitioners, but it doesn’t have to mean chaos and misery. a well-managed firm allows its owner to conduct business and live life at a reasonable pace no matter what the season.
more on productivity: does busyness really mean productivity? | how many hours should accounting staff work? | when everything takes too long | new lessons in time management
by employing a few clever and surprisingly simple productivity hacks, you, too, can have a better tax time experience beginning this very season. put these new habits to work for you now: read more →
how to change your firm’s culture.
by steven e. sacks
did you ever notice when you call an associate or a friend or a business of any type, more often than not he or she will always respond with “i’m really busy” or “i’ve been jammed up”? it does not matter the time of the year, much less the time of week or day.
more: five powerpoint rules to live by | your firm’s biggest assets walk out the door every day | so much to do and so little time: achieving success in the c-suite | can we please refer to accounting as a profession?
has busy become too colloquial or just a throwaway line? what is actually meant by “busy”? or, more specifically, what is the condition of “busyness”?
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crazy doesn’t get better by adding more crazy.
by dom cingoranelli
“we can’t really enforce this because we don’t want to risk having him (or her) quit.”
i can’t tell you how many times we hear something to this effect when we talk with cpas. we hear this at small firms and we hear it at large firms. we hear it from partners, from directors, and from managers. it doesn’t matter what size firm they’re in, nor does it matter what level or position they hold.
it’s always the same line. it reminds me of the old adage, “the inmates are running the asylum.” and, it raises the question of who actually is running the firm. who’s in charge?