leadership

women must see politics as leadership to get ahead

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leadership skills and womenfour reasons women hold themselves back.

by ida o. abbott
sponsoring women: what men need to know

many women are uncomfortable calling attention to their achievements and ambitions, dislike politics, have difficulty asking others for a career boost or underestimate the importance of powerful backers. this makes it harder for potential sponsors to recognize how worthy these women are of their support.

more on sponsoring women for leadership: 5 ways gender bias plays out at cpa firms | 3 reasons why men don’t pick women protégées | men advance 2 to 1 over women without sponsors | 18 ways sponsors can help their protegees | the 6 market advantages of women-led firms | beyond mentoring: why sponsoring women for leadership matters

some women hurt their own chances for sponsorship by failing to let sponsors know what they want and why they merit it. sponsors are drawn to star performers who display confidence and a drive to succeed. where a man might insist he is the right person for a job and ask to be promoted, a woman who is equally or even better qualified may downplay her qualifications for the job. instead of aggressively pursuing promotions and opportunities, she waits to be asked, and then, when asked, may turn the offer down. why? read more →

like herding cats: partners must ‘walk together’

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businessman hand holding puzzle pieces

by robert j. lees, august j. aquila and derek klyhn
creating the effective partnership

in our work with managing partners, we always talk about the importance of the partners “walking together,” of sharing that common vision.

but if the partners are to share the vision, they have to play an active part in determining the firm’s direction – and, critically, how it’s going to get there.

read more →

6 ways to take a client beyond tax prep

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ed mendlowitz cpa the practice doctor q and aset an agenda; call a meeting.

by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor

question: i have many small business tax clients and seem to lose them as they grow. i provide good service, never have extensions and call the clients in july to see if i can update their books and in december if they want any year-end tax planning. what else can i do?

response: based on our conversation, you are their tax preparer and they do not think of you as their “accountant” or business advisor. and based on what you told me, you aren’t, although you obviously have the skills. read more →

5 questions about your firm’s direction

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businesspeople moving along corridorsetting direction is the first step.

by robert j. lees, august j. aquila and derek klyhn
creating the effective partnership

how do successful managing partners respond to the internal and external challenges they face?

without exception, all of the partners we spoke to talked about the need to have a clear sense of direction that the partners, in particular, could coalesce around. but what they considered even more important is the translation of that direction into a compelling vision and the strategies for achieving it.

read more →

different standards, double binds challenge women

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businessman cutting back jobs. all on white background.women are judged on their performance, men on their potential.

by ida o. abbott
sponsoring women: what men need to know

common patterns of gender bias include holding women to higher standards than men and expressing contradictory expectations (“double binds”) for women.

more on sponsoring women for leadership: 5 ways gender bias plays out at cpa firms | 3 reasons why men don’t pick women protégées | men advance 2 to 1 over women without sponsors | 18 ways sponsors can help their protegees | the 6 market advantages of women-led firms | beyond mentoring: why sponsoring women for leadership matters

different standards: people expect more of women than of men and they hold women to higher standards. this sets the bar higher for women who aspire to leadership and makes it more difficult for them to prove their value to the organization, even though research shows that women outperform men in 17 of 67 critical leadership skills, while men outperform women in only four. read more →

how to tell a client how the fee was set

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ed mendlowitz cpa the practice doctor q and aby ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor

question: i performed some additional services for a client and gave her a bill that she questioned and wanted to know how much time i had spent. i billed more than the time charges, but this client never gets time bills – everything i do is on a fixed fee so i never account for my time with her. what should i say now?

more practice doctor q&a: 18 ways to blow a partnership opportunity | when experience doesn’t add up | 8 times when hourly billing trumps value pricing | 6 simple steps to impress a prospect | making meetings more productive | 5 time management tips for an overworked accountant | running an accounting business | 14 ways to switch to value pricing | pricing, billing, costing: don’t blame clients

response: if a client is on a strict time basis, they are entitled to a breakdown of the hours and person performing the services.

otherwise, when clients ask me how i arrived at a bill i tell them something similar to this:

read more →

18 ways to blow a partnership opportunity

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by ed mendlowitz

question: i have been working for a one-owner cpa firm for the past eight years and want a partnership, but it hasn’t been offered. how should i approach it?

response: i had a couple of rather long discussions with this practitioner. why, i don’t know. i suppose i was being polite to the person who told him to call me.

here is some additional information before i give my response: read more →

early data exchange vital to evaluate a merger

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three possible outcomes from trading numbers early.

by marc rosenberg
cpa firm mergers

i have always been a big believer in the buyer and seller exchanging financial and operating information as early in the process as possible.

more on cpa firm mergers: deciphering the current state of the cpa firm merger market | the law of attraction: 15 ways to romance a merger partner | the 14 keys to a successful merger | mergers: 11 lessons from done deals | the 21 steps in every merger deal | today’s 15 essential deal points in accounting firm mergers

numbers aren’t everything, but they do speak volumes. the data enable each firm to gain an understanding of the other in a manner that is not always possible in conversation.

the data is also a good way to corroborate things that are said verbally. here are some examples: read more →

partners have love-hate relationship with leadership

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aquila leadership context modelby robert j. lees, august j. aquila
and derek klyhn
creating the effective partnership

regardless of their ownership structure, most firms either operate as partnerships or would prefer to operate as partnerships.

the tensions between being a business and the loss of the values and ethics of being a partnership feature strongly in our research.

but accounting firms are different from their corporate counterparts in a number of ways, which impact their functioning and, therefore, their leadership. read more →

when experience doesn’t add up

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ed mendlowitz cpa the practice doctor q and aby ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor

question: i need to hire an experienced person and am looking for someone with two to three years’ experience. i know you don’t think this is advisable. why not?

response: if you hire people who already had their first job, the chances are they were not trained your way, and something happened that made them want to leave that is still in them and will be duplicated in some form in your firm.

read more →

before negotiations begin: 18-item checklist for a first meeting

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the “getting-to-know-you” stage for prospective buyer and seller

by marc rosenberg
cpa firm mergers

all merger discussions have to begin somewhere. after merger candidates have been identified, there obviously needs to be an initial meeting for the two firms to get acquainted.

everything is confidential and informal. no exchange of financial statements.  the two parties simply spend an hour or two – you guessed it – getting to know each other.

many firms like to convene this meeting over breakfast or lunch because meeting at a restaurant gives the encounter an air of informality and sociability.  other firms like to do this in the larger firm’s office so that the smaller firm can get a “house tour.” read more →