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the disruptors with liz farr
corey schmidt’s take-aways
- offer your staff different paths to being successful.
- pinpoint the talents you have on your staff, and nurture those special skills.
- carve out time for people to work on those skills, not just the backlog.
- challenge your people earlier in their careers so they have three years of experience rather than one year repeated three times.
- create roles for the kinds of skills your people have.
more: the disruptors: re-inventing accounting with tyler anderson | the disruptors: how to scale with new padgett coo amanda aguillard | eat that frog: asking for a prospect meeting | growing revenue through client service | lease accounting is about to get very real | google ads for new tax season clients | exclusive: eisner ceo charly weinstein explains the private equity deal | flash briefing: a “call to arms” after private equity deal | four ways to beat the staffing shortage, with pasha malik
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- a forgotten metric is client happiness. if we provide a service that makes them feel good about what they’re getting, they’re going to be willing to pay more and will stick around much longer.
- firms should own who they are. a firm with a hard-driving culture that values working long hours should seek out team members who like that kind of work culture.
- think about where you want to be in five years, and start hiring people who fit that kind of work culture. build in the people, processes and systems around that end goal.
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