arc hosts discuss redefining efficiency in the accounting profession and when it pays to ‘slack off.’
accounting arc
with liz mason, byron patrick, and donny shimamoto.
center for accounting transformation
in a recent episode of the popular accounting arc podcast, hosts liz mason, cpa, and donny shimamoto, cpa.citp, cgma; and byron patrick, cpa.citp, cgma; discussed an unconventional yet powerful concept: the right kind of lazy. this idea, which involves strategically optimizing workflows to eliminate non-value-adding tasks, offers a fresh perspective on efficiency and productivity in the accounting profession.
mason, founder and ceo of high rock accounting, shared an anecdote from her early career at grant thornton. faced with the monotonous task of processing paper tax returns, mason decided to automate the process. she spent over 100 hours developing a script that streamlined data entry and document generation. although initially time-consuming, the solution saved significant time when implemented across multiple offices. “it was fun and a great learning experience,” mason remarks. “at scale, it saved a ton of time for people.”
shimamoto, founder and managing director of intraprisetechknowlogies llc and founder of the center for accounting transformation, reflects on his early audit days, recounting how he used microsoft access to automate data analysis. this approach drastically reduced manual work, highlighting the potential of technology to enhance efficiency. “why spend hours on manual tasks when a simple query can do it in minutes?” shimamoto questioned.
patrick emphasizes the importance of value in accounting. typing numbers or performing repetitive tasks does not contribute to value; producing accurate and high-quality tax returns and audits does. “the right kind of lazy is about isolating non-value-adding activities and finding ways to automate or optimize them,” he explains.
shimamoto further elaborated on the balance between efficiency and quality, drawing parallels with lean six sigma principles. “we want to be the most efficient but also maintain the quality of our work,” he says, explaining that automation reduces human error and enhances the overall quality of the output.
mason says efficiency can be further improved by learning which people on your team are “maps” people and which people on your team are “directions” people. she explains that maps people prefer to see the big picture and understand the various routes to their destination, while directions people prefer to follow step-by-step instructions. understanding these differences in the workplace can help identify individuals who naturally embody the right kind of lazy.
patrick shares a humorous yet insightful analogy involving slime mold, an organism known for its efficiency in finding the shortest path between two points. scientists have even used slime mold to design efficient transit systems. “it’s a natural phenomenon to optimize routes,” mason observes. “if we can unlock that potential in individuals, we can eliminate inefficiencies.”
the hosts agree that sometimes inefficiency is a necessary part of the learning process. patrick shares his experience with building web applications inefficiently before optimizing them based on new constraints. this learning curve, although initially inefficient, ultimately led to better solutions.
“sometimes you have to go back to something inefficient to fix what’s supposed to be efficient,” shimamoto adds, noting that this iterative process is crucial for innovation and improvement.
the right kind of lazy redefines traditional notions of productivity in accounting. by focusing on value, optimizing workflows, and maintaining quality, accountants can achieve greater efficiency and effectiveness. understanding individual work styles and leveraging strategic laziness can unlock significant improvements.
as mason aptly summarized, “it’s about balancing decisions and understanding how to be the right kind of lazy and the right kind of productive.”
10 key takeaways
- embracing the right kind of laziness means optimizing workflows to eliminate non-value-adding tasks.
- automating repetitive tasks can save significant time and improve efficiency.
- strive for efficiency without compromising the quality of your work.
- recognize the differences between “maps” people and “directions” people to leverage their strengths.
- focus on activities that add value, such as producing accurate tax returns and audits.
- sometimes, experiencing inefficiency is necessary for learning and innovation.
- make conscious decisions about when to optimize processes based on their value and impact.
- regularly evaluate and improve your workflows for better efficiency.
- be flexible and willing to adjust your approach based on new information or constraints.
- utilize technology to streamline tasks and improve overall productivity.