leadership

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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confident businesswoman seated at desk

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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sarah elliott: conscious coaching secures independence | gear up for growth

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leaders must empower others, share leadership, and foster an inclusive culture to ensure long-term success.

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gear up for growth
with jean caragher
for 卡塔尔世界杯常规比赛时间

in a rapidly evolving profession where mergers, acquisitions, and private equity investments dominate headlines, many cpa firms face a critical choice: sell, merge, or remain independent. for firms determined to chart their own course, leadership is the key to survival and success.

gear up for growth spotlights the best strategies for smart and efficient growth in today’s competitive landscape. more gear up for growth every friday here | more capstone conversations with jean caragher every monday | more jean caragher here | get her best-selling handbook, the 90-day marketing plan for cpa firms, here | more 卡塔尔世界杯常规比赛时间 videos and podcasts here

sarah elliott, co-founder and principal of intend2lead llc, joins jean caragher on the “gear up for growth” podcast to discuss how conscious leadership can help cpa firms maintain independence, foster innovation, and develop future leaders. her insights underscore a fundamental shift in leadership—one that requires vision, empowerment, and adaptability.

according to elliott, firms that want to remain independent need to cultivate three critical leadership qualities:

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generosity: the root of great leadership

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woman smiling and reaching out to shake another woman's hand

how it can benefit you and your firm.

by jennifer wilson

“what we have done for ourselves alone dies with us; what we have done for others and the world remains and is immortal.” – albert pike, american lawyer and journalist

i wrote a blog post two years ago (almost to the day) entitled, “we’re all selfish – so why hide it?” in it, i suggested that great leaders must have the courage to acknowledge that they have selfish interests in their work, to admit what they most want and then collaborate with others to meet their needs and the needs of the greater good, too.

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my work with firms and individuals since then has only reaffirmed my belief that selfish interest drives us in our work and, when it is subconscious or overpowering, damages an organization’s teamwork, inspiration and ultimately, its growth and progress. while pondering the impact of selfishness, i have recently begun to examine the special and rare “opposite” human characteristic: generosity and its impact on leaders, their people and their organizations when it is present.
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partnership vs. corporate styles of firm management

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unbalanced brass scales

also: are you one firm or a bunch of solos under one roof?

by marc rosenberg
the rosenberg practice management library

“you get what you measure.” – peter drucker

in the context of this post, the terms “partnership style” and “corporate style” are used to describe a management style. these terms have nothing to do with the firm’s form of legal entity such as partnership, corporation, llc, etc.

more by marc rosenberg
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partnership vs. corporate style

in our work with cpa firms, we have observed two distinct styles of management: partnership and corporate.

partnership style. democracy heavily impacts the way partnerships are governed. in a democracy, every partner has a vote and there is a “majority rules” mentality. checks and balances prevent leaders from becoming dictators. the “citizens” want a reasonable amount of input into decisions. the partners sometimes feel collegiality is more important than management discipline.
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amy vetter: strategies for transforming workplace culture | gear up for growth

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failure to address corporate climate can critically impact talent recruitment and retention.

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gear up for growth
with jean caragher
for 卡塔尔世界杯常规比赛时间

amy vetter, ceo of the b3 method institute, discusses how accounting firms can transform workplace culture, reduce stress, and empower leaders to create a thriving work environment on the latest gear up for growth episode.

“a thriving workplace culture starts with strong leadership, clear communication, and a commitment to values,” vetter says. “when leaders empower employees and lead with transparency, firms can create an environment where people feel supported and engaged.” 

gear up for growth spotlights the best strategies for smart and efficient growth in today’s competitive landscape. more gear up for growth every friday here | more capstone conversations with jean caragher every monday | more jean caragher here | get her best-selling handbook, the 90-day marketing plan for cpa firms, here | more 卡塔尔世界杯常规比赛时间 videos and podcasts here

vetter highlights the importance of setting boundaries to reduce stress. “we carry belief systems from when we started our careers—like feeling guilty for leaving the office at a reasonable hour,” vetter explains, “but no one is actually judging you for setting healthy boundaries. communicating expectations and structuring your day can help reduce unnecessary stress.” 

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management vs. leadership

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woman holding marker beside whiteboard, facing three colleagues

seven experts offer their insights.

by marc rosenberg
the rosenberg practice management library

“democracy is no way to run a company.” – marc rosenberg, paraphrased from pat riley, nba coach

during my 30-year career in the business world, i have read many books and articles on management and leadership. i’ve also heard countless speakers at map conferences wax eloquent on these two terms. here is a very short list of my favorite definitions of management and leadership.

more by marc rosenberg
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management

management’s job is to:

  • decide what you want to be and make it happen.
  • hold others accountable for their performance.

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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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the single biggest key to firm success

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man looking at five giant keys on the ground

plus the three stages of evolution.

by marc rosenberg
the rosenberg practice management library

“wisdom is the reward you get for a lifetime of listening when you’d have preferred to talk.” – doug larson

when i began my cpa consulting career, our industry used one word – management – to describe similar but different terms: management of the firm, leadership and governance. but our profession has grown more sophisticated. today, firms understand the important differences between these three terms:

more by marc rosenberg
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management: the execution of strategies, decisions, policies and procedures to operate the firm. this includes implementation of strategies and goals, planning, managing people and improving their performance, holding them accountable and ensuring continuous increases in growth and profitability. management is the process of making sure everyone knows what to do and managing them to make sure it gets done. my thanks to charles hylan, cpa, a partner of st. louis-based the growth partnership, for the bulk of this paragraph.
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jason blumer: serving your team is the ultimate leadership strategy | gear up for growth

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discover why intentionality and clarity are key traits for successful leaders.

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gear up for growth
with jean caragher
for 卡塔尔世界杯常规比赛时间

leadership in accounting firms requires a shift from technical expertise to guiding and empowering teams. jason blumer, founder and ceo of blumer cpas, discusses the journey of embracing leadership roles, overcoming self-doubt, and fostering a service-oriented mindset on gear up for growth,

gear up for growth spotlights the best strategies for smart and efficient growth in today’s competitive landscape. more gear up for growth every friday here | more capstone conversations with jean caragher every monday | more jean caragher here | get her best-selling handbook, the 90-day marketing plan for cpa firms, here | more 卡塔尔世界杯常规比赛时间 videos and podcasts here

blumer is no stranger to innovation and leadership. recognized as one of accounting today’s 100 most influential people in accounting and a cpa practice advisor. with over two decades of experience leading a thriving cpa firm and coaching accounting entrepreneurs, blumer’s expertise is a beacon for those navigating the challenges of leadership in today’s fast-paced industry.

“effective leadership involves creating future leaders and tackling difficult conversations head-on,” blumer says. “it’s about fostering a culture of accountability and trust while confronting the discomfort that often accompanies leadership responsibilities.” 

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what accountants can learn from t-ball

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chaotic, crazy, and utterly joyful.

t-ball in new mexico (photo: liz farr)

by liz farr, cpa

i’ve been spending a chunk of time lately watching my grandson’s t-ball games. and i’m loving the rules – or, more accurately—the lack of rules they follow in this league.

more liz farr: jody grunden: subscription pricing is a game changer | loren fogelman: stop undercharging and start being client-centered | brannon poe: grow your business by preparing to let it go | dawn brolin says grow your firm by shrinking it | nicole davis & jw davis show how to create your own pipeline | chase birky builds the anti-cpa firm | what kind of leader are you? | jason blumer & julie shipp: move leaders out of client service |

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no one keeps score. there are no outs. everyone gets a chance to whack a baseball off the three-foot tee as far as they can. when everyone on the team has had a chance to bat, the inning is over.  the last batter and all the kids on base run around the bases to home, and the other team goes up to bat. two innings, and the game is over.

i love it. it’s chaotic, crazy, and utterly joyful.

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do i owe my employee a referral fee?

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young woman seated at laptop counting money

new business should be rewarded.

by ed mendlowitz
202 questions and answers: managing an accounting practice

question: i got a new client because of one of my employees. do i have to give her anything?

more: why you shouldn’t sue a client | what to do when a partner becomes disabled | i’m just starting out; why join an association? | i’m 76. should i slow down? how? | ask for what you’re worth | two options for collecting past due fees | when board service gets tricky | eleven ways new staffers can help bring in business | busy season is over, so it’s time for some resolutions | want to merge? six steps to take | how to start providing family office services | every accounting firm needs quality control
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response: wrong attitude! you should want to give her something. you should be happy that a staff person was able to bring in business.
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