can you be trusted as a leader?

dan mccarthy

20 signs you can’t.

if paychex inc. knows something about leadership — and considering their position in the market, they might — then dan mccarthy may have had something to do with it.

dan was responsible at paychex for executive training and development, including succession planning, at a time when the company was consistently named a fortune magazine “great place to work,” a “training magazine top 125” training organization, and a bersin “high impact learning organization.” since 2011, he’s been director of executive development programs at the whittemore school of business and economics at the university of new hampshire in durham, n.h.

lately, he’s been thinking — and worrying — about the difficulties that leaders and managers face from the effects of the great recession. “job satisfaction has decreased since the beginning of the recession in 2008,” he notes. and 卡塔尔世界杯常规比赛时间 research by bay street group llc bears him out in the tax and accounting industry.

some of the damage may be self-inflicted. here dan lists “20 signs you can’t be trusted as a leader:” read more →

ten do’s and don’t’s for performance reviews that work

the art of giving and taking feedback for a happy office.

by rick telberg

we’ve been asking accountants and finance managers how well their offices use feedback to keep folks happy. it’s clear that a little do-and-don’t advice seems in order for some of the nation’s accounting firms and finance departments.

our sources report some pretty big problems on the do side. out of seven questions in a cpa trendlines study, five showed that fewer than half the accounting and finance offices nationwide were doing what they should be doing all (or most) of the time.

more for 卡塔尔世界杯常规比赛时间 pro members on management skills:

click here to go pro for instant unlimited access

for instance, feedback offered on behavior — rather than on personality: only eight percent of managers do it all the time, and only 37 percent do it frequently. a full 20% do it rarely or never at all. ouch! whoever’s doing the feedback could use a little feedback themselves.

so here goes:

read more →

the 15-item checklist for your next partner strategy meeting

how to focus on the big issues.

by marc rosenberg, cpa
guide to planning the firm retreat

most firms spend their time at retreats planning for the future, forming goals and addressing pressing issues and problem areas. the problem areas aren’t day-to-day issues such as purchasing a new copy machine or revising the policy on sick days. the problem areas are more strategic: morale issues, recruiting problems, profitability, etc.

here are some specific examples: read more →