the six personalities that define you, your business, and your future.
by ed mendlowitz
tax season opportunity guide
is your practice satisfying?
more: covid tests accountants’ entrepreneurial talents | have you gotten where you wanted yet? | ask this before clients do | more services for your tax clients | can your reviewers answer these 10 questions?
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do you like it the way it is, or do you want it to develop and grow? some people like the way things are and don’t care about change.
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checklist: 36 do’s and don’t’s for conducting business on a video call, some learned the hard way.
by 卡塔尔世界杯常规比赛时间 research
decide what you need, then look for the right people.
by steven e. sacks
in discussing how to select your firm’s board, the issue was that you want to have the proper board composition with the people, right values, philosophies and a shared commitment to the success of the firm.
more: how to select your firm’s board | confronting leadership: not such a bad thing | new opportunities for a ‘new normal’ | is trust elusive? | working remotely shouldn’t mean feeling isolated | how engaged are your employees? | managing difficult personalities in the workplace
as a firm leader, a matter you think needs immediate attention could simply be a symptom of a larger problem. it’s common sense that you would not visit your doctor to treat your broken leg with a band-aid, so why look for a fast, ineffective and incorrect solution as a way to fix an operational or cultural problem? this is why those who are on the board are selected for their acumen and belief in the why the firm or company exists and how it can be improved.
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the ultimate checklist for focusing on cash, communication, continuity – and accepting uncertainty.
卡塔尔世界杯常规比赛时间 business barometer
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by 卡塔尔世界杯常规比赛时间 research
the toll of covid-19 on business will be an ongoing trauma. it ain’t gonna be over ’til it’s over, and that ain’t gonna be for a long, long time.
more on covid crisis management: how to inoculate your firm against covid competition | pro tax prep stalls to a crawl amid covid-extended season | covid kills 67,600 jobs in tax and accounting | client accounting services poised to surge in post-corona world | clients, revenues, profits – trending down, down, down | andrew argue is on a mission | 3 questions for determining your value | covid crushes rosey forecasts | the seven factors keeping accounting firms afloat amid covid-19 | feeling the pain? the biggest job losses by client sector |
see: all 卡塔尔世界杯常规比赛时间 special coronavirus crisis coverage
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to survive, tax and accounting practices are going to need to take precautionary and proactive measures to ensure their financial continuity. those measures must necessarily include guidance for clients to help them survive. because failing clients mean failing firms.
crisis management is a lot easier if it starts before the crisis hits. here are some steps that accountants can take for themselves and their clients, gleaned from the thousands of accountants and advisors we’ve been hearing from over the past several weeks. read more →
5 questions that go beyond the eeny meeny miny moe.
by steven e. sacks
the old saying that a camel was a horse created by committee has an element of truth to it. if you think that everyone on a board or executive committee shares the same opinions, philosophies and vision, then think again.
more: confronting leadership: not such a bad thing | new opportunities for a ‘new normal’ | working remotely shouldn’t mean feeling isolated | 4 ways to boost job satisfaction
the eeny meeny miny moe may be a little tongue-in-cheek, but the question is how deliberate a cpa firm should be in choosing its board or executive committee members.
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because covid-19 punishes the complacent.
by marc rosenberg
the rosenberg practice management library
there are some products that are so iconic and popular that it doesn’t seem possible that their success could ever be in jeopardy. oreos. the new england patriots. microsoft office. it must be wonderful to own and manage businesses like these that seem to run themselves.
more: how covid impacts partner retirements | three tough questions in partner buyouts | reward partners for performing like partners | 7 points of a well-crafted partner buyout agreement
cpa firms enjoy no such advantaged status. but with the covid-19 crisis, firms need to short-circuit the natural processes of maturity and stagnation and think about how to get re-set right now.
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five tough questions to ask about your firm’s leadership in these tough times.
by bill penczak
in times like these, firms should be challenging themselves with the tough question, “what do we want to be, today and into the future?”
more: re-thinking today’s firm with five global leaders | 5 things your firm should do differently this summer | do you have the guts to beat the covid crisis? | how to inoculate your firm against covid competition | ‘found money’ delights clients | the three r’s for beating the corona crisis
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if maintaining the status quo and “serving clients,” whatever that really means, are the only responses your partner and leadership teams can muster, then perhaps it’s time to evolve from being a lifestyle firm to being one with a vision and the guts to achieve it.
^click to play: aquila addresses covid crisis response strategies.
eight new trends you can’t ignore in the new normal.
by august aquila
every day we get a clearer picture of what the future holds for the accounting profession, business in general and the overall population. while the future may look daunting, we will do our best to make the most of it and come out stronger. it’s what we have always done.
more: 6 action steps for a smooth retirement transition | 7 succession planning best practices | grissom and aquila on partner performance evaluations | gross profit in a professional services firm: opening a dialogue | checklist: 18 essential steps to effective billing | how to get partners to accept a new pricing philosophy
nevertheless, don’t plan on the old ways coming back. i just read that more than 60,000 accountants have already lost their jobs. perhaps, the war for talent will be over. there will be further reductions in the professional service workforce and firms will be able to pick and choose from the talent pool.
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how do people respond when a goal isn’t met?
by steven e. sacks
if you created a leadership team around you that exhibits the healthfulness of organizational conflict, constructive advice, scenario planning and the flexibility of employing plans b, c and d, you have created a strong foundation – a far different and more effective approach than the “my way or the highway” thinking. you need to think about what the challenges are to your leadership and the long-term viability of the firm.
more: are executive performance reviews dangerous? | trust is a key organizational ingredient | real influence vs. immediate gratification | fake it ‘til you make it: an ultimate goal? | 4 ways to boost job satisfaction
the avoidance of conflict has morphed into a misguided sense of consensus building. standing up to philosophical differences with the purest of intentions is a positive; it is not destructive in nature.
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join jean caragher of capstone marketing on tuesday, may 12, at 2 pm et.
three hidden dangers and the two essentials for success.
by ty hendrickson, cpa
working from home creates problems, but these problems are not the ones that firm leaders are concerned about right now.
more on remote work: home alone. but not really. | how many monitors do you need working at home? | stuck at home right now? here’s 100 good ideas to relieve the stress | coronavirus resources for remote-working (#wfh) | go remote with this app you already own [#wfh] | the top portable monitors for working from home
i have never seen so many people terrified of a working environment, as i’ve seen over the past month with employees sent home to work. firm leaders are panicked about productivity and work ethic, which i find hilarious because you are essentially saying that you don’t trust your employees. you don’t trust them to do the same job at home because you aren’t there to monitor their every move. if you don’t trust your employees, why did you hire them in the first place?!
relationships have become more important.
by steven e. sacks
it is important for the next generation to believe in the concept of trust. to trust and be trusted, leaders must
more: new opportunities for a ‘new normal’ | there is no leadership without integrity | real influence vs. immediate gratification | is trust elusive? | influence, don’t manipulate | working remotely shouldn’t mean feeling isolated | managing difficult personalities in the workplace
cpa firms that look to the next generation of leaders have created their own templates: a composite profile of the traits that are necessary to thrive as a partner. what is/was considered leadership potential differs in firms. and because priorities differ, some emphasize authenticity, some a high eq, some rainmaking abilities and some strategic thinking.
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^ click to play video
you can already start to see which firms will survive, those that won’t, and why, says martin bissett in a video call with 卡塔尔世界杯常规比赛时间.