train your clients before they train you
taking unscheduled phone calls and meetings wrecks your bottom line and theirs.
by frank stitely
the relentless cpa
training
mike whitmire: re-think your hiring and training practices
the disruptors: training can triumph over textbooks in the talent wars.
the disruptors
with liz farr for 卡塔尔世界杯常规比赛时间
mandate training programs, accountability
processes make it easier to achieve results.
by roman h. kepczyk
quantum of paperless
5 reasons your firm training needs nano learning
mobility and repetition are points you may not have considered.
by jassen bowman
21 staff training best practices
and the 3 types of training that all cpa firm personnel need.
by marc rosenberg
on staffing
i cringe when cpas use “‘training”’ and “‘cpe”’ synonymously.
- cpe coursework is often reactive, taken to maintain a cpa license. it may or may not educate. it may or may not be the type of education an individual needs. many look upon cpe as a nuisance to be complied with. the smaller the firm and the older the cpa, the more likely this is the case.
- training is primarily proactive, undertaken to expand a person’s knowledge, performance and capabilities. the training is in alignment with what the person needs to do the job and provide value to the firm and its clients.
more on staffing: 8 keys to keeping staff engaged | how to create a talent management strategy | what happened to the relevancy of the cpa profession? | staffing: what cpa firms are learning the hard way
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ideally, the training identified as needed also qualifies as cpe.
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forget technology. the last, best competitive edge is now your firm’s ‘learning’ skills
how to build it and give chargeable credit to the coordinators.
by roman h. kepczyk
quantum of paperless
for many firms, the ability to identify, standardize and implement best practices is the last remaining competitive advantage in business today as communications tools and access to technology have become available to everyone.
more on tech spending: centralize contact administration | standardize quickbooks support (and bring your clients) | remote deposit saves in several ways | how efficient are your audits? | going digital: how to train a client | hit ‘delete,’ but only when it’s time | unified messaging offers benefits | remote access: giving workers what they want | why use windows 10?
to take advantage of the continuous stream of innovation and opportunities, firms must adopt a “learning culture.” this requires a formal process to capture and standardize best practices in every department within the firm so that every person can take advantage of them.
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when silence is golden … and not
a cautionary tale about commitment for partners-to-be.
by martin bissett
passport to partnership
ask yourself and answer these questions when considering the current and future “commitment” behaviors that you’ll employ.
more on the passport to partnership: what commitment means now | 13 steps to true commitment | when to ignore a white lie: a cautionary tale | communicate your worth and value | best practices for one-on-one communication | learn to read your firm’s culture | experts advise what partnership takes
1 – what is my first reaction to being asked to work outside of my normal hours?
what commitment means now
do you and your firm have the same perception?
by martin bissett
passport to partnership
the passport to partnership study collated a number of responses in a conversational style. the need for commitment is showcased below and was repeated many times in various different ways.
so many use us as a stepping stone and we’re now trying to determine who those are at the interview stage.
more on the passport to partnership: 13 steps to true commitment | how good is your network? | rfps: 7 things not to do | 5 ways to evaluate your communication | 7 levels of communication management | 5 ways to get buy-in for firm culture | partnership: competence is just the foot in the door
proof – if any were needed – that long-term commitment is not a given in the next generation of accounting professionals.
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13 steps to true commitment
what it means for partners.
by martin bissett
passport to partnership
rising from senior manager to partner often means being promoted ahead of our peers and contemporaries. it creates a gap in earnings, stature and influence compared to those who just yesterday were our colleagues on a level playing field.
more on the passport to partnership: how good is your network? | shift thinking from ‘we’ to ‘you’ | 7 mistakes to avoid when going after new work | why communication matters so much | 3 questions to evaluate your firm culture | competence: more than technical skills | are you partner material? maybe not
it can also mean that if we are coming into a firm from the outside, we are being promoted over people who have served at that firm for many years and understand the culture of the firm a lot better than we do right now. we may have to lead these people as the head of a department and if so, they’d better be on our side.
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how good is your network?
bonus checklist: 5 questions to evaluate your network and skills.
by martin bissett
passport to partnership
ask yourself and answer these questions when considering the current and future “conversion” tactics that you’ll employ.
more on the passport to partnership: shift thinking from ‘we’ to ‘you’ | when to ignore a white lie: a cautionary tale | communicate your worth and value | best practices for one-on-one communication | learn to read your firm’s culture
- if i were to start today, could i name four businesses that i’d like to reach out to?
- what is our firm’s net fee growth goal this year and what can i do to contribute to it?
- what do i need to do to be able to handle the tough stuff like negotiation, pricing and handling objections? what start to learning these skills can i make today?
shift thinking from ‘we’ to ‘you’
businesses place value on expertise.
by martin bissett
passport to partnership
please start understanding, valuing and respecting your own value in the marketplace with clients who could not reach their goals without you.
more on the passport to partnership: when to ignore a white lie: a cautionary tale | rfps: 7 things not to do | 5 ways to evaluate your communication | 7 levels of communication management | 5 ways to get buy-in for firm culture | partnership: competence is just the foot in the door | are you partner material? maybe not
businesses are in need – sometimes desperate need – of your technical expertise and caring approach.
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when to ignore a white lie: a cautionary tale
how well do you represent your firm?
by martin bissett
passport to partnership
the passport to partnership study collated a number of responses in a conversational style.
more on the passport to partnership: rfps: 7 things not to do | 7 mistakes to avoid when going after new work | why communication matters so much | 3 questions to evaluate your firm culture | competence: more than technical skills
the main example that really stood out as the major indicator of a need for each future leader to be able to “convert” new business is showcased below and was repeated many times in various different ways.
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rfps: 7 things not to do
plus 6 keys to the perfect proposal.
by martin bissett
passport to partnership
what makes a written proposal become accepted by the potential client – every time?
more on the passport to partnership: 7 mistakes to avoid when going after new work | communicate your worth and value | best practices for one-on-one communication | learn to read your firm’s culture | experts advise what partnership takes
proposal writing is a micro-science in its own right but here are the proven principles that it takes to get proposals accepted.
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