82 search results for crosley

crosley: defining the new business model

by

…markets in need of specialized services, according to gale crosley, a growth strategy consultant for cpa firms. “the foundation of the new business model is specialization,” she says. more from…

crosley: the new growth evolution

by

change happens. the world is changing faster than many cpa firms can keep up with, according to gale crosley, a growth strategist for cpa firms. “a lot of firms are…

2014 roundtable: no shortcuts to sustainable growth

by

2014 top trends logo vf
click for the full rosenberg map survey

firms come to understand success must be organized and leader-driven.

see the complete 2014 roundtable

by gale crosley
crosley co.

analysis

firms are realizing that growth is a more sophisticated game, and we are never going back to the “hang out your shingle” days. succession issues are playing a major part in motivating firms to take a hard look at how they are going to grapple with sustainable growth.

when the business world was somewhat predictable, growth could be counted on. but there are too many complexities today to count on the past as a predictor of the future. globalization, social media, innovation, regulation, competition — these are just some of the dynamics at play. the way business was generated by our seasoned partners will be quite different from our future leaders. this awareness is becoming more acute as sluggish economic conditions continue. read more →

2014 roundtable: the shape of things to come

by

…allan koltin: the gloves are off gale crosley:no shortcuts to sustainable growth sam allred: re-recruiting top talent without regard to ‘parity’ rita keller: firms that ‘get’ women stand to win…

expand your vision and expand your business

by

make the leap from accountant to consultant.

by gale crosley
crosley co.

admit it. you’re good at what you do. your clients trust your proven ability to help improve their businesses. perhaps it’s time to take the step of enlarging your vision of yourself from accountant to consultant.

read more →

leveraging leadership: a new way of looking at growth

by

leader-driven growth. not just a bunch of rainmakers.

by gale crosley
crosleycompany.com

i see it all the time.  well-intentioned accounting firms do what they believe are the right things.  they sponsor events.  they publish articles.  they meet and greet. but they don’t grow.

more on growth strategies for multi-partner firms:  are you creating a sustainable firm?    |     don’t confuse marketing with a true growth strategy     |      overcoming four imaginary barriers that limit cpa firm growth     |     how firms unleash the power of diamonds, cash cows and fat cats     |     how smart firms use market research   |

at most firms growth is an individual contributor activity.  lone ranger partners do their own thing, attracting clients here and there and offering services they believe clients need.  but despite the efforts of individual partners, there’s little solid growth to show for the effort.

that’s when they call.  “gale, we need your help!  market conditions aren’t great and we’re getting hammered with competitive pricing.  we have to increase our marketing so we can grow!”

whoa cowboy, sit back in that saddle and let’s talk a while. read more →

are you creating a sustainable firm?

by

many cpa firms may be on the path to extinction.

by gale crosley, cpa

the world’s population is becoming increasingly aware of the importance of sustainability. for several decades we’ve developed an understanding of preserving our planet’s resources. the recent sustainability conversation has amped up the focus among corporate executives on their social responsibility to insure our world’s future.

it’s an especially relevant time, therefore, to discuss the sustainability of our firms. and that’s what this book is about. managing partners spend significant time pondering their firm’s strategy. one of their greatest challenges is engaging their partners to be as committed as they are.

adapted from the preface to “how to engage partners in the firm’s future: the secrets every leader needs to know,” by august j. aquila and robert j. lees

there are lots of reasons for the challenge. these include a “nose to the grindstone versus up to the wind” mentality, partners not spending enough time dedicated to the task, abdicating their leadership role, putting their own interests before the firm’s, or just plain apathy. it’s easy for a partner group to sit around a table and discuss their future. but talk is cheap.  after the strategic planning is done, leaders actually have to do something. it takes significant effort to develop as a leader, work as a team, subjugate one’s own interests for the greater good, learn new competencies, solve complex problems, and exhibit leadership behaviors. read more →