{"id":81878,"date":"2021-04-28t13:00:41","date_gmt":"2021-04-28t17:00:41","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=81878"},"modified":"2022-12-22t00:43:30","modified_gmt":"2022-12-22t05:43:30","slug":"what-who-leads-firms-to-better-service","status":"publish","type":"post","link":"\/\/www.g005e.com\/2021\/04\/28\/what-who-leads-firms-to-better-service\/","title":{"rendered":"what + who leads firms to better service"},"content":{"rendered":"

\"maze<\/a>you need commitment + competency.<\/strong><\/p>\n

by gary bolinger<\/i><\/p>\n

you may remember the old abbott and costello routine \u201cwho\u2019s on first.\u201d after some back-and-forth dialogue, we get to \u201call i’m trying to find out is what\u2019s the guy\u2019s name on first base?\u201d abbott responds, \u201cno. what is on second base.\u201d after some more banter, we finally learn that \u201ci don\u2019t know is on third base.\u201d baseball almanac says that this is \u201cone of the most famous baseball comedy acts to ever take place.\u201d<\/p>\n

more: <\/b>how accountants are profiting in disruption<\/a> | ask the right question(s)<\/a> | seven elements of engagement for cpas<\/a> | true advisory work isn\u2019t just consulting<\/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

setting all of this up, lou costello said to bud abbott, \u201cif you\u2019re the coach, you must know all the players.\u201d and that is a true statement. you need a good understanding of your players\u2019 (who) competencies (what). a partner must know all the players\u2019 strengths and weaknesses.
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\nin the case of a cpa firm, the coach (managing partner) needs to ask about who and what. when planning for future success (transformation), partners need to think about first things first. in the case of a firm what is on first. second is occupied by who and how.<\/p>\n

1st<\/sup> \u2013 what services should the firm provide to be recognized as the most valued advisor?<\/p>\n

2nd<\/sup> \u2013 who is going to provide those services and how will the services be provided?<\/p>\n

there is much written and spoken these days about the, shall i say, imperative for cpa firms to transform their practices to be more advisory. the notion being that cpas can add more value (and make more money) in the advisory space rather than in the compliance space. those are worthy discussions to have. everyone should be concerned about the future and value-added services. so that is the \u201cwhat.\u201d it is the first decision to make. does your firm need to be more aggressive in advisory services? if so, you are then faced with who and how.<\/p>\n

the first who is the ownership group (partners). there must be a commitment to this business strategy. the second who (if owners make the commitment) is the person who will lead the effort. this person needs to be an owner. there is no alternative. if this strategy is assigned to a non-owner, a subliminal message is being sent that this new initiative isn\u2019t a real priority to the firm.<\/p>\n

another aspect of the who is competency. think about this long and hard. just because you have a tax partner who has been a great rainmaker doesn\u2019t mean that the person can develop and lead a robust advisory practice. the lead person needs the right set of competencies.<\/p>\n

a good place to start with competencies is \u201ccpa excellence\u201d by david griffiths (https:\/\/www.k3cubed.com\/<\/a>). this is a great (and concise) book published in 2014 by the cpa center of excellence (indiana cpa society \u2013 www.incpas.org<\/a>).<\/p>\n

the book defines core competencies for cpas such as<\/p>\n