tax, accounting and finance professionals don’t agree on everything. but they do seem to agree on the key traits needed to succeed in the profession, according to a new 卡塔尔世界杯常规比赛时间 multi-year study.
question: what do you think is the key to a successful tax season? response: there are many things needed for a successful tax season, but training and supervision are at the top of the list. this is being written in … continued
question: thanks for the training memo. although i requested your memo because i know i need help with improving efficiency and the like with my practice, many of your thoughts and ideas i have already thought of but simply did not implement them.
response: i think you hit part of the nail on the head in what you wrote – you’ve had many of the ideas and “simply did not implemented them.” you need to make changes or things stay the same. read more →
as business guru tom peters once said, “soft is hard.”
the careers of finance and accounting professionals are increasingly driven or delayed by “soft” skills such as general business knowledge and interpersonal communications, according to new research reviewed by 卡塔尔世界杯常规比赛时间. read more →
how to invest your mentoring time where it matters most.
question:we were looking for an additional experienced person since september and hired someone with five years experience in mid-november, but she said she couldn’t start until january. she said she had work she had to finish up. two days before christmas she called to tell me her firm made her a “better” offer and she decided to stay there. it meant we had to enter busy season short a person. this seems to happen a lot. what do you suggest? read more →
in the roughly forty years since continuing professional education first started for accountants, there have been three major changes in the way to obtain cpe.
the first major change came from the presentations of the venerable sidney kess, who brought practicality and examples to an arena that had previously been occupied by pedantic and often academic educators. in the early years of cpe his shining light of the highest quality cpe was held to be the pinnacle for all other presenters.
the next era became the era of boredom. read more →
in this report, sandi smith, cpa and creator of accountant’s accelerator, directs practitioners to an online psychology test from a top university and shows how to put it to work for yourself. she describes a process for identifying personal characteristics that can aid in building a practice.read more →
five tough questions and five good tips to take your firm and your personal effectiveness to the next level.
gary adamson, former managing partner of brady ware cpas, has become a living legend in the profession for taking his firm from a small, local player to a regional contender. but he’s the first to admit he didn’t do it alone. coaching helped. in fact, during his career at the firm, he used two business coaches.
cpa firm decision-makers hammer out the best clues to identify partner-potential professionals and how best to recruit, develop and retain them at a strategy session in milwaukee.
hint: it’s not about how smart they are or hard they work.
by rick telberg
how do you spot the hidden rock stars on your staff?
and what do up-and-coming tax, accounting and finance professionals need to know to get ahead in today’s profession?
rick telberg leading the strategy session
these aren’t idle questions. many firms and individuals are struggling with these issues right now. but don’t take it from me. just listen to the decision-makers from a dozen firms i met with in a milwaukee hotel recently. the mission: learn how to deal with a looming new staff shortage. some took away solid action plans. “our firm,” said one, “is trying to develop our rock stars and this showed me we need to be doing more.” another said, “excellent! it gave us the details and the ‘how-to.’”
green team's top talent indicators notes
interestingly, the milwaukee group’s conclusions and recommendations closely parallel our related research findings. so we can be fairly certain that we’ve obtained some of the profession’s favorite strategies.
you could probably adapt one of our methods for your firm. in milwaukee, we divided the group into two teams, the green team and the blue team. after some preliminary coaching, each team hammered out a list of the top five talent indicators – the clues in an employee’s behaviors and attitudes that demonstrate the highest likelihood of the best roi for a firm’s time, energy, and money in training, coaching and mentoring. then the group filled several flip chart pages with their lists and hashed them out with each other. after identifying the key indicators, we moved on to identifying the best strategies for recruiting, grooming and retaining top talent.
blue team's top talent indicators notes
by far, the top predictive indicator across all firms is the trait, “they are always trying to improve.” it comes in a few flavors or variations. for instance, the green team at the milwaukee strategy meeting favored a passion for “continuous learning.” the blue team preferred, “they do ‘extra credit’ – things that the partners wouldn’t normally expect from someone at their level.” but they add up to the same thing.
while the victor in war is he who wins the last battle, every battle and every outcome is significant (even the battles you lose – we often learn more from our losses than our wins!).
about three years ago we looked at our war for clients by assessing: the nature of our troops, their skills and training, the battlefields on which we would operate and the armaments we would carry.
maybe the 150-person firm in bellevue, wash., has found a winning formula.
[jwplayer mediaid=”12592″]
tracy l. white
clark nuber is consistently ranked among one of washington’s best places to work and the firm has an 88 percent retention rate. tracy l. white, sphr, senior director of human resources, shares insights into what it takes to build a dedicated staff:
are you scaring away the next generation of owners?
via accountingtoday
you know it’s important. so why do only 35 percent of multi-owner firms and 9 percent of sole proprietors have written succession plans in place?
robert fligel
“most firms don’t have any plan,” robert fligel, president of rf resources tells accounting today. “even to do a memo would be a major accomplishment… it’s human nature; we don’t want to deal with mortality because it’s a very daunting thing. but there’s a fantastic sense of relief when you do these things. and you should think about your clients – you don’t want to leave them in a lurch.”
who gets promoted and why in accounting: join the survey; get the answers.
