why people struggle with communication

two things to demonstrate with existing clients.

by martin bissett
passport to partnership

ultimately, when we have to interact with clients, subordinates, superiors or peers, the questions are always the same: who do i need to deliver this information to and what approach would they respond most favorably to?

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in arriving at “communication” we come to the most intangible of all the components to obtain a “passport to partnership.”
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measure partner potential with five questions

young black woman sitting in front of laptop looking thoughtful

ptp_2ndc
plus how to read your firm’s cultural blueprint.

by martin bissett
passport to partnership

what conclusions can you draw from your knowledge of how the promotion system works in your firm that you need to keep in mind?

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in terms of firm culture, you need to understand the four navigational points of the compass:

  1. who do i need to stay on the right side of?
  2. what are the unwritten rules in my firm?
  3. whose opinions can be trusted?
  4. what really impresses the partners?

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three questions about firm culture

hand drawing a rainbow-colored 3

you should be a team. but what kind are you?

by martin bissett
passport to partnership

this second c is a stormy and choppy one, often fraught with political icebergs but navigated diplomatically and with maturity, will lead you through.

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case study on culture

deborah had done well. she was bridging the firm’s culture gap and fulfilling its desire to be seen as an equal opportunities employer by becoming the practice’s standout rising star.
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steve evans: why traditional hiring methods fail | the disruptors

redefine how you hire and develop top accounting talent.

this is a preview. the complete 1-hour video episode, with commentary and transcript, is first available exclusively to pro members | go pro here

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the disruptors
with liz farr

in 2012, steve evans’ friend giles pearson, a big four accountant in new zealand, needed help. pwc kept making the same hiring mistakes because they had no way to assess a candidate’s technical accounting skills. steve, an expert in psychometric testing, thought it might take half a day to scour the marketplace for appropriate tests but found nothing useful.   

more podcasts and videos: roger knecht: can you be an accountrepreneur?beth whitworth: focus on outcomes not hours | mike sylvester: learn to say nosalim omar: identify your client’s $100,000 problem | jackie meyer: earn more with fewer clients | jack fleherty: don’t be a ‘yes’ person | greg adams: from finance to storytelling | the disruptors | jody padar: make radical changes now if you want to be relevant in 2030 | rebecca driscoll: amplify reach by helping other firm owners | rory henry: create the return on relationshipsmike maksymiw: be the leader you wish you hadterrell turner: build a solid business showing up as yourselfkelly mann: be the bull in the china shopalicia katz pollock: create a human-centric businessnancy mcclelland: be the one your clients ask first |alan whitman: stop accepting the status quo | sean duncan: discover your own genius | ingrid edstrom: true wealth is not financial |

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they’re all rubbish,” he recalls telling giles. they’re out of date. they’re not country-specific. they’re not really accounting-specific. they’re just math questions dressed up as an accounting test.” out of that failure, accountests was born.  

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