{"id":63005,"date":"2019-07-24t12:00:31","date_gmt":"2019-07-24t16:00:31","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=63005"},"modified":"2019-07-28t13:20:12","modified_gmt":"2019-07-28t17:20:12","slug":"how-to-coach-your-staff","status":"publish","type":"post","link":"\/\/www.g005e.com\/2019\/07\/24\/how-to-coach-your-staff\/","title":{"rendered":"how to coach your staff"},"content":{"rendered":"

\"confident<\/a>also, don’t let your managers hoard work.
\n<\/strong><\/p>\n

by frank stitely<\/i>
\nthe relentless cpa<\/i><\/a><\/p>\n

to recap, your first role as ceo is chief strategist. that means putting the right people in the right roles with the right resources.<\/p>\n

more:<\/b> give your people the resources they need<\/a> | 4 steps to take before next tax season<\/a> | 3 tips for handling rookie tax preparers<\/a> | some uncommon advice on hiring full-time staff<\/a> | what goes into a client project?<\/a> | value pricers ignore half the pricing puzzle<\/a> | cpas can\u2019t help you<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n

your second role is trainer and coach. this role is closely related to your role as chief strategist. you can\u2019t put the right people in the right positions without the right people. this second role is about creating and keeping the right people.
\n
\nunfortunately, few of the people you hire will be the right people immediately. you have to grow them. they aren\u2019t necessarily slackers or stupid. they have never worked in a forward-looking, well organized firm like yours. if you have made it this far through our discussions, you are well on your way to creating an extraordinary firm.<\/p>\n

i’ve mentioned \u201cthe one minute manager\u201d book before. if you have not read it, please make that your next reading project. it\u2019s very short. much of what follows comes at least indirectly from that book, filtered through my experiences.<\/p>\n

one of the central tenets of \u201cthe one minute manager\u201d is the one-minute goal setting. this meeting sets out short-term goals for an employee. the \u201cone minute\u201d part forces you to organize your thoughts and priorities ahead of time. for the most part, this is a once-per-week meeting, but with newbies, it should happen much more often than that, maybe even daily until they are regularly meeting your expectations. for a newbie, your one-minute goal setting might look like the following:<\/p>\n

\u201ctoday, i expect you to get the smith, jones and alfred returns to the point of questions. we have the answers for edwards and robinson. wrap those up to the review stage. remind kerry and james that we still need their answers. then fetch me a beer.\u201d<\/p>\n

except for maybe the beer part. most newbies don\u2019t know a decent brew when they see one. you will have to train them to get to that point. a one-minute goal setting for a manager might look as follows:<\/p>\n

\u201cthis week, let\u2019s get the returns in the review stage below 100. last week, our return turnaround was slumping. make certain sandra is working on the oldest returns first. she has 52 that have not been started yet. keep assigning your returns out to staff. your time is best spent reviewing returns. then fetch me an ipa with an alcohol level above 6 percent.\u201d<\/p>\n

as you can see, the discussion with a manager is at a higher level. you are talking less about specific projects and more about keeping your process moving. your managers must learn the difference between an ipa and a lager before getting promoted.<\/p>\n

hold ad hoc meetings if you feel your workflow is running off the rails. set priorities as often as necessary. find out about bottlenecks in processes.<\/p>\n

one tax season, we had a problem getting returns from the initial scanning stage to preparers. i noticed from our project management software that admin staff needed upward of three days to get the initial scanning done.<\/p>\n

that\u2019s a big bottleneck. we need to get returns to preparers in about a day or we\u2019ve added a couple of unnecessary days to our turnaround time. this causes the \u201cwhat\u2019s the status of\u201d hell that we\u2019re desperately trying to avoid. i held a quick meeting with our admin staff to determine the cause.<\/p>\n

we had not ramped up their hours quickly enough in february. we were trying not to pay any overtime in february. an unexpected surge in returns coming in january and february caused them to fall behind. instead of just bringing in one person for the next saturday, we brought all of our admin staff in to eliminate the backlog.<\/p>\n

without that brief meeting, our march would have started off horribly. our preparers would have been even more behind than in a normal march. clients would have been calling me, and most importantly, i would have been unhappy. it is all about me.<\/p>\n

in case you haven\u2019t noticed, i\u2019m a bit of a diva. if you haven\u2019t noticed, bless you for your little white lies. when i\u2019m not happy, pretty much nobody is happy. it\u2019s a character flaw the world just has to accept. as my cousin ron says, \u201cit\u2019s a gift. unfortunately, you can\u2019t return it, even with the receipt.\u201d<\/p>\n

ultimately, your happiness as a firm owner is what matters most. if you\u2019re not happy, make changes. yes, your happiness is more important than happy clients. if you can\u2019t get to happiness, this isn\u2019t the business for you.<\/p>\n

here\u2019s another example of when an ad hoc meeting stopped a potential disaster. one late march, i noticed in our project management software that we had 90-plus returns in the review stage. that is way too many for us, and client turnaround times were about to take a dive.<\/p>\n

what caused this bottleneck? work hoarding from managers. they were working on \u201ctheir\u201d returns, instead of assigning them to preparers and working on reviews. this issue pops up almost every tax season.<\/p>\n

once you give people primary responsibility for serving clients, not surprisingly, they want to treat those clients well. after all, they\u2019ll be getting the irate calls if the clients aren\u2019t happy, not you. that\u2019s a beautiful concept so far. you get fewer irate calls.<\/p>\n

however, beautiful concepts sometimes devolve into ugliness. managers are supposed to be reviewers, not preparers. reviewing returns takes substantially less time per return than preparation. let\u2019s assume that a person can review three returns in the time it takes to prepare one. thus, a manager handles return reviews for multiple preparers.<\/p>\n

when a manager decides to prepare a return for a favored client, three reviews get postponed. if a manager takes a day and prepares five returns, 15 returns fall behind. returns in review are already the oldest in the queue. welcome to the beginning of \u201cwhat\u2019s the status of\u201d hell. the phones will ring.<\/p>\n

in late march, our managers were \u201cjust trying to get all of my returns to the questions stage.\u201d in only a few days, we had a big backup of returns to review that were aging their way into irate client phone calls and emails. also, the end result of eventually catching up would mean a big avalanche of completed returns roaring downhill and burying our admin staff in early april.<\/p>\n

my partner, paul, and i talked to the managers and reinforced the idea that all of our clients were important, not just theirs. we reassigned some of their returns to preparers, and personally took on primary review responsibility for some of the returns caught in the review stage. we turned the admin avalanche into just a big snowball, unpleasant but manageable.<\/p>\n

i can\u2019t emphasize enough the importance of real-time project status information in preventing tax season disasters.<\/p><\/blockquote>\n

without an effective project management system, we would not have known about the magnitude of the review problem. in 30 minutes, we reacted and solved the issue.<\/p>\n

immediate feedback is another of the central tenets of \u201cthe one minute manager.\u201d there are two types of feedback detailed in the book: one-minute praisings and one-minute reprimands. in the latest version of the book, the authors dropped the \u201creprimand\u201d language in favor of another 21st<\/sup>-century weasel word, \u201credirect.\u201d thus, i prefer the original version of the book if you can find it.<\/p>\n

use one-minute praisings to deliver immediate and specific positive feedback. they are most effective in person, but using email once in a while isn\u2019t horrible. here\u2019s an example: \u201cyou did a great job getting that difficult basis schedule right. i am really happy that you are developing advanced tax preparation skills. this makes you tremendously valuable to us.\u201d<\/p>\n

note that the praising was specific and included how the good performance made the praiser feel.<\/p>\n

one-minute praisings shouldn\u2019t be restricted to situations in which everything has gone perfectly. the authors of \u201cthe one minute manager\u201d stress the concept of catching someone doing something right.<\/p>\n

that means with newbies that close is good enough for hand grenades, government work and tax returns. you are leading them toward increasing skills by praising actions that are almost correct. here\u2019s an example: \u201cyou did a really great job getting the equity part of the basis schedule correct. i am really happy that you are making great progress in improving your basis knowledge. as a next step, i\u2019d like you to concentrate on learning the ins and outs of the owner debt section of the basis worksheet.\u201d<\/p>\n

there is no negative feedback in the above. you are celebrating what the preparer got right and using the positive emotions to motivate further progress. one-minute praisings are your most powerful staff development tool. as staff members reach advanced levels, you can decrease the number of praisings, but never stop them altogether.<\/p>\n

the one-minute reprimand gives feedback that criticizes behavior, not the person. the reprimand is a sandwich. the actual reprimand is the meat surrounded by bread that consists of reinforcing the person\u2019s value to the firm.<\/p>\n

don\u2019t use the reprimand in circumstances in which more training is required. if you haven\u2019t trained a newbie to know the difference between inside and outside basis, that\u2019s not the newbie\u2019s fault. it\u2019s yours.<\/p>\n

\u201ci know that you normally provide great training for newbies, and i really appreciate that. however, this time you missed the mark. he needed more guidance and that led him to make a mistake on the return. i know this wasn\u2019t an intentional oversight, and i know that you\u2019ll do better in the future.\u201d<\/p>\n

you have been reprimanded. that\u2019s all there is to it. the best time for the reprimand is not after your best client just spent 10 minutes telling you everything that is wrong with your ancestry and questioning your right to exist in this universe. talk a walk to calm down. if that doesn\u2019t do it, kick a politician. that always cheers me.<\/p>\n

for more on goal setting, praisings, and reprimands, read \u201cthe one minute manager.\u201d do it or i\u2019ll reprimand you again.<\/p>\n","protected":false},"excerpt":{"rendered":"

also, don’t let your managers hoard work.<\/strong>
\nby frank stitely<\/em>
\nthe relentless cpa<\/a><\/em><\/p>\n","protected":false},"author":1362,"featured_media":56466,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[1363,3120,3002,2246],"tags":[],"class_list":["post-63005","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-featured","category-pro-member-exclusive","category-special","category-busy-season"],"acf":[],"yoast_head":"\nhow to coach your staff - 卡塔尔世界杯常规比赛时间<\/title>\n<meta name=\"description\" content=\"actionable intelligence for tax, accounting, and financial professionals\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"\/\/www.g005e.com\/2019\/07\/24\/how-to-coach-your-staff\/\" \/>\n<meta property=\"og:locale\" content=\"en_us\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"how to coach your staff - 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