\n
high-value advice on strategy, leadership, and growth<\/strong><\/span><\/h1>\n“leading from the edge” reveals how to:<\/strong><\/span><\/h3>\n\n- \n
create a culture of excellence.<\/span><\/h4>\n<\/li>\n- \n
assemble a standout team throughout the entire firm, where everyone can flourish and grow in their skills and career.<\/span><\/h4>\n<\/li>\n- \n
build a\u00a0client-centric organization.<\/span><\/h4>\n<\/li>\n- \n
learn how to be market-intelligent about clients’ current and future wants and needs.<\/span><\/h4>\n<\/li>\n- \n
instill a culture of empowerment, coupled with accountability.<\/span><\/h4>\n<\/li>\n- \n
inspire everyone to live the vision, mission, and core values of the firm.<\/span><\/h4>\n<\/li>\n- \n
maintain everyone\u2019s focus on the future vision of the firm and the strategic plan to achieve that vision.<\/span><\/h4>\n<\/li>\n- \n
ensure that the entire leadership team is always confidently courageous and leading from the edge.<\/span><\/h4>\n<\/li>\n<\/ol>\n![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/zecca-continuum-of-leadership-empowerment.png\")
<\/a>sample exhibit<\/strong>\u00a0from chapter 1<\/figcaption><\/figure>\n
\nadvance praise from top cpa firm leaders<\/span><\/strong><\/h1>\n![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/screen-shot-2021-07-13-at-8.44.47-am.png\")
\u201ctony knows volumes<\/strong> about building a top-tier accounting and advisory firm. he\u2019s a tremendous resource for taking the good and making it great\u201d\u00a0<\/em><\/p>\n
\u2013 kevin j. keane, managing partner, pkf o\u2019connor davies<\/em><\/p>\n
\u201ctony captures the fundamental challenges<\/strong> facing firm leaders and provides practical insights on how to move from talk to results.\u201d\u00a0 <\/em><\/p>\n
\u2013 kevin o\u2019connell, managing partner, mgo cpas<\/p>\n
“tony has written a highly accessible book<\/strong> with practical and proven insights on strategies for high-performing firms. now more than ever, his advice is critical for firm leaders.”<\/em><\/p>\n
\u2013 stephen j. feron, cpa, mba, managing partner, johnson o’connor feron & carucci cpas<\/p>\n
\u201cpacked with ideas and best practices<\/strong> for leaders in a cpa firm, i particularly enjoyed section v where tony addresses what it takes to move from talk to results. it is insightful and demonstrates the breadth of tony\u2019s consulting skills, insights, and experience.\u00a0 a must-read for anyone in a leadership role.\u201d<\/em><\/p>\n
\u00a0\u2013 dom esposito, ceo of espositoceo2ceo, retired coo of cohnreznick cpas<\/p>\n
\u201cloved the book<\/strong>… so on-point. i hope that at least 80% of the partners in the profession read this!\u201d\u00a0 <\/em><\/p>\n
\u2013 lou grassi, ceo and managing partner, grassi cpas<\/p>\n
\u201cany cpa firm or practice leader<\/strong> who wants to improve their effectiveness \u2013 and the performance of their firm or practice area\u2013 would be wise to read this book\u201d<\/em><\/p>\n
\u2013 dave hartley, partner and advisory practice leader, anders llc<\/p>\n<\/blockquote>\n
\n![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/difference-between-center-edge-leaders.png\")
<\/a>sample exhibit\u00a0<\/strong>from chapter 2<\/figcaption><\/figure>\n <\/p>\n
\ntable of contents<\/strong><\/span><\/h1>\n21 chapters, 3 appendices, 8-piece toolkit<\/h4>\n
insights and guidance on every page<\/em><\/p>\n
section i \u2013 leading from the edge<\/h4>\n![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/the-six-major-leadership-challenges-facing-firms.png\")
<\/a>sample illustration<\/strong> from chapter 3 (click to enlarge)<\/figcaption><\/figure>\n\n- leadership & culture<\/li>\n
- what edge leadership looks like<\/li>\n
- key leadership challenges<\/li>\n
- is your leadership at the edge?<\/li>\n
- managing versus leading<\/li>\n<\/ul>\n
section ii \u2013 assessing your firm today<\/h4>\n\n- leadership today<\/li>\n
- assessing your leadership team<\/li>\n
- assessing your own leadership<\/li>\n
- assessing your firm<\/li>\n<\/ul>\n
section iii \u2013 becoming a standout high-performing firm<\/h4>\n\n- the roadmap\n
\n- principle #1: building a standout team<\/li>\n
- principle #2: becoming client-centric<\/li>\n
- principle #3: becoming market intelligent<\/li>\n
- principle #4: technology<\/li>\n
- principle #5: becoming confidently courageous<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
section iv \u2013 creating & living a shared vision<\/h4>\n![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/8-steps-to-successfully-building-a-standout-high-performing-team-1.png\")
<\/a>sample exhibit\u00a0<\/strong>from chapter 11. (click to enlarge)<\/figcaption><\/figure>\n\n- creating your\n
\n- vision,<\/li>\n
- mission and<\/li>\n
- core values<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
section v \u2013 moving from talk to results\u2122<\/h4>\n\n- driving change<\/li>\n
- getting to results<\/li>\n
- empowerment & accountability<\/li>\n<\/ul>\n
section vi \u2013 putting it all together<\/h4>\n\n- being an edge leader<\/li>\n<\/ul>\n
\nbonus appendices<\/strong><\/span><\/h2>\n\n- \n
creating a standout, high-performing firm:\u00a0a model transformation project plan<\/span><\/h4>\n<\/li>\n- \n
how to use this handbook to coach future leaders<\/span><\/h4>\n<\/li>\n- \n
how to make your next partner retreat impactful<\/span><\/h4>\n<\/li>\n<\/ol>\n
\nplus: downloadable eight-piece toolkit<\/strong><\/span><\/h2>\n![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/financial-transformation-\u2013-key-metrics-20202024.png\")
sample illustration<\/strong> from appendix 3 (click to enlarge)<\/figcaption><\/figure>\n(zip file with eight practice aids in pdf and customizable word, excel, and powerpoint files.)<\/span><\/h6>\n\n- <\/dt>\n<\/dl>\n
\n- edge leadership business development action plan worksheet<\/strong> with 2 tabs (.xlsx)<\/li>\n
- edge leadership sample employee survey<\/strong> (.pdf)<\/li>\n
- edge leadership upward assessment<\/strong> (see chapter 7) (.docx)<\/li>\n
- edge leadership team member self assessment<\/strong> (see chapter 7) (.docx)<\/li>\n
- edge leadership self assessment alternative<\/strong> (see chapter 8) (.docx)<\/li>\n
- edge leadership self assessment<\/strong> (see chapter 8) (.docx)<\/li>\n
- edge leadership project planning and control – task report – illustration<\/strong> (for appendix 1) (.pdf)<\/li>\n
- edge power draft transformation mapping<\/strong> (for appendix 3) (.pptx)<\/li>\n<\/ol>\n
instant downloads:\u00a0<\/strong>look for the links in your order confirmation from \u201cauto-confirm@www.g005e.com\u201d and before the table of contents in your book or pdf ebook.<\/span><\/h6>\n\u2013 zip file with eight practice aids in pdf and customizable word docs, excel workbooks, and powerpoints, included with purchase at no additional charge.<\/span><\/h6>\n\u2013 all files downloadable to five devices within 30 days of purchase.<\/span><\/h6>\n\u2013 all material copyright of the author and prohibited from unauthorized reproduction, storage, or distribution under penalty of law.<\/span><\/h6>\n![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/screen-shot-2021-07-12-at-11.07.19-am.png\")
<\/a>sample exhibit<\/strong>\u00a0from chapter 2<\/figcaption><\/figure>\n
\n![\"anthony](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/img_5003_crop.jpg\")
the author<\/strong>\u00a0anthony zecca<\/figcaption><\/figure>\nmake a commitment to excellence<\/span><\/strong><\/h1>\nthe road to creating a standout, high-performing firm.<\/strong><\/h4>\nby anthony zecca<\/em><\/p>\n
from the author’s introduction<\/em><\/p>\n
every firm, every firm leader, every partner, and every team member can stand out and be a top performer. it\u2019s a choice and a commitment to excel.<\/p>\n
this book is about leadership. it\u2019s about the type of leadership necessary to drive an organization to become a standout, high-performing organization. although many of the principles throughout are applicable to any middle-market organization, i have focused on professional service firms and within that, accounting firms where i spent my entire career.<\/p>\n
the roadmap to improve your leadership and your firm<\/strong><\/p>\n
in this book, i share the insights gained over my career as a leader in various capacities, my experience in providing strategy and consulting to leaders in numerous industries, and finally, the insights i gained through interviewing 11 current managing partners of successful accounting firms, ranging in revenue from $11 million to $175 million a year.<\/p>\n
my hope is that through the filter of my own experience, my experience with leaders of companies, and the thinking of current leaders of accounting firms, this book will provide a roadmap to improve your leadership and your firm\u2019s performance.<\/p>\n
leadership was and is the one critical factor that separates standout organizations from the ones that struggle to improve.<\/em><\/p><\/blockquote>\n
leadership was and is what drives performance \u2013 and that is the central theme of this book. the issue or question is what type of leadership achieves standout performance since there is a spectrum of leadership that goes from poor to average (center) and in a small percentage of organizations to \u201cthe edge\u201d (i.e. standout, high performance). this book is about leading from the edge.<\/p>\n
tons of books have already been written about leadership \u2013 so why this book? leadership in professional service firms, particularly accounting firms, presents unique leadership challenges, reflecting the divergence in size, services performed, governance structures, markets in which they operate, and an ownership structure that often finds it difficult to separate ownership from management.<\/p>\n
the mindset to move from compliance to advisory<\/strong><\/p>\n
![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/common-challenges-impacting-leadership-teams.png\")
<\/a>sample exhibit<\/strong>\u00a0from chapter 7 (click to enlarge)<\/figcaption><\/figure>\naccounting firms are facing significant headwinds driven by changes in what clients expect, want, and need from their accounting firm and the challenges that presents in moving from a compliance mindset to an advisory, value-based mindset.<\/p>\n
leaders in accounting firms must show the way and lead the change from the historical compliance-based firm to a firm that creates value for its clients \u2013 leaders must move from the center to the edge.<\/p>\n
great leaders \u201clead from the edge\u201d \u2013 they are constantly motivating each member of their team to reach and achieve ever-higher levels of performance \u2013 expanding out their personal \u201cedge.\u201d edge leaders are constantly testing the edges, knowing that their team and the firm are always capable of more.<\/p>\n
what sets edge leaders apart from most leaders in professional service firms is that they face and win the challenge every day to create that \u201cmore\u201d in a motivating, inspiring environment. the \u201cedge\u201d for great leaders is not a static place, but an evolving, ever-moving edge.<\/p>\n
it starts with culture<\/strong><\/p>\n
![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/key-leadership-attributes.png\")
<\/a>sample exhibit\u00a0<\/strong>from chapter 8 (click to enlarge)<\/figcaption><\/figure>\n“leading from the edge” is a cultural model that starts at the top and permeates the entire leadership team and firm. the \u201cedge\u201d is not the same for every leader, but it is an aspirational model that reflects the best of what leadership is \u2013 a level of leadership that every leader or aspiring leader should strive to achieve.<\/p>\n
great edge leaders adjust their leadership style to fit the situations they are facing. they understand that sometimes you have to push, sometimes pull, and sometimes walk alongside their team to drive performance. edge leaders understand that a one-style-fits-all approach to leadership just does not work and they have to adjust their leadership approach to the personality of the people they are leading.<\/p>\n
great edge leaders understand that their team is diverse in many ways and the approach to leading a strong performer is not the same as leading others who are growing in their performance skills.<\/em><\/p><\/blockquote>\n
throughout this handbook, we focus on what edge leaders look like and how they lead their firms as well as compare and contrast with center leaders \u2013 leaders of firms that are more complacent and unable or unwilling to drive their firms to the level of a standout, high-performing firm.<\/p>\n
it’s driven by courage and commitment<\/strong><\/p>\n
what distinguishes edge leaders from center leaders is the edge leader\u2019s courage and commitment to create a vision and culture to drive their firm to the front of the pack. the edge leader understands the importance of empathy in driving everyone\u2019s performance.<\/p>\n
the focus and ability to overcome challenges, anticipated or not, such as the current challenge presented by covid-19, and always remaining true to the vision and culture necessary to become a standout, high-performing firm represent the hallmark of an edge leader.<\/p>\n
![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/client-centric-organization.png\")
<\/a>sample exhibit<\/strong>\u00a0from chapter 12.<\/figcaption><\/figure>\nedge leaders understand that creating a sustainable standout, high-performing firm can only be achieved by:<\/strong><\/p>\n
\n- \n
\n- creating a culture of excellence<\/li>\n
- building a standout team throughout the entire firm whereby every person in the firm can flourish and grow in their skills and career<\/li>\n
- building an organization that is client-centric<\/li>\n
- being market-intelligent regarding client current and future wants and needs<\/li>\n
- instilling a culture of empowerment coupled with accountability<\/li>\n
- inspiring everyone to live the vision, mission, and core values of the firm<\/li>\n
- maintaining everyone\u2019s focus on the future vision of the firm and the strategic plan to achieve that vision, and finally,<\/li>\n
- ensuring that the entire leadership team is always confidently courageous and leading from the edge<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n
it’s future-focused<\/strong><\/p>\n
![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/are-you-climbing-the-right-wall.png\")
<\/a>sample illustration<\/strong> from chapter 5 (click to enlarge)<\/figcaption><\/figure>\nedge leaders constantly look down the road to understand what their current and future clients will need, what challenges their clients will be facing, and ensuring that the firm is ready to help clients meet those challenges.<\/p>\n
edge leaders have a constant pulse on the future regarding firm-related challenges and opportunities, thus ensuring that the firm is ready, willing, and able to overcome each challenge and maximize each opportunity.<\/em><\/p><\/blockquote>\n
edge leaders communicate that their purpose as a firm is not to maximize revenue and profit but to make a difference in the lives of its employees, its clients, and the greater community it serves.<\/p>\n
it’s for every leader in any size firm<\/strong><\/p>\n
edge leaders understand that growth and profit result from driving the execution of the firm\u2019s vision, mission, core values, and strategy through teamwork, empowerment, accountability, and a constant focus on adding value with every client interaction \u2013 making a difference.<\/p>\n
if you are the leader in a professional services organization, a practice leader within a firm \u2013 or an aspiring leader in any organization for that matter \u2013 you can drive your organization and your team to the level of a standout, high-performing team.<\/p>\n
the size of your firm does not matter. if your firm has revenue of $2 million or $250 million, the road to creating a standout, high-performing firm, as well as the evolution of your leadership from where you are today to the edge, is the same.<\/p>\n
\n![\"\"](\"https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2016\/05\/dom-esposito-cropped.png\")
dom esposito<\/figcaption><\/figure>\nthe five-point p.o.w.e.r. model<\/strong><\/span><\/h1>\nhow to \u201cwalk the talk\u201d and move an accounting firm forward.<\/span><\/h4>\nby dom esposito
\n<\/em><\/p>\n
ceo, esposito ceo2ceo llc
\n<\/em>author of “8 steps to great<\/span><\/a>”\u00a0<\/em><\/p>\n
from his foreword<\/em><\/p>\n
tony gets it. he has been there and done that.<\/em><\/p><\/blockquote>\n
![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/vision-to-strategy-\u2013-the-4-building-blocks.png\")
<\/a>sample exhibit\u00a0<\/strong>from chapter 15. (click to enlarge)<\/figcaption><\/figure>\nit is a model that drives change:<\/p>\n
p <\/strong>is for purpose<\/p>\n
o <\/strong>is for ownership<\/p>\n
w<\/strong> is for willingness<\/p>\n
e <\/strong>is for environment<\/p>\n
r<\/strong> is for resolve<\/p>\n
tony\u2019s model is very insightful, and i can attest that it works. give this book a read. i\u2019m sure that you will be glad that you did.<\/p>\n
\n![\"phil](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/phil-whitman-2016-large-mug-headshot.jpg\")
phil whitman<\/figcaption><\/figure>\nthe seven key filters for assessing potential<\/span><\/strong><\/h1>\nleaders need to lead and not manage.<\/h4>\nby philip j. whitman, cpa<\/em><\/p>\n
<\/div>\nceo and president
\n<\/em>whitman business advisors, llc<\/em><\/p>\n
from his foreword<\/em><\/p>\n
tony\u2019s demeanor, charisma, and professional life story of his role as a leader in one of the top cpa firms in north america are enviable. tony built a tremendous consulting organization within a cpa firm long before the time every leader started echoing the need for advisory services.<\/p>\n
tony gives you, the future \u201cedge leader,\u201d a roadmap, a step-by-step list of exactly what you need to do.<\/em><\/p><\/blockquote>\n
far too many managing partners spend their time managing their partner group which is very different than leading them.\u00a0 many managing partners view themselves as highly paid \u201cbaby-sitters\u201d following up on the myriad of administrative requests.<\/p>\n
tony\u2019s discussion of the seven key filters for assessment of the firm<\/strong> hits the heart of the matter.<\/p>\n
the assessment exercise establishes a baseline and a basis for areas requiring your focus:<\/p>\n
\n- \n
\n- culture<\/li>\n
- strategy<\/li>\n
- talent<\/li>\n
- client service<\/li>\n
- business development and marketing<\/li>\n
- finance<\/li>\n
- organization<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n
now, i am not saying it will be easy, but with the help of tony\u2019s insights and life experience, you will get many steps closer to being a high-performing, standout organization.<\/p>\n
as a profession in transition, it is imperative that current and aspirational cpa firm leaders, whether sole owners or top 10 cpa firms have leading from the edge: creating a standout, high-performing organization<\/em> on their required reading list.<\/p>\n
\nlearn from the best in the business<\/strong><\/span><\/h1>\nwith insights from top-rated cpa firm leaders<\/span><\/h4>\nin addition to his own knowledge and experience, author anthony zecca taps into the expertise of some of the leaders of the profession’s most dynamic cpa firms.<\/strong><\/span><\/p>\n
![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/zecca-az21edg-braintrust-headshots.png\")
“leading from the edge” includes insights from, top row, from left:<\/strong> bill davidson \u2013 davidson & co., steve feron \u2013 johnson o\u2019connor, glenn friedman \u2013 pragermetis. second row:<\/strong> lou grassi \u2013 grassi & co., kevin keane \u2013 pkf o\u2019connor davies, steve mccarty \u2013 uhy, robert minkler, jr. \u2013 anders cpas. bottom row:<\/strong> kevin o\u2019connell \u2013 mgo, jim pitrat \u2013 singer lewak, jane scaccetti \u2013 drucker & scaccetti, ron weiner \u2013 perelson weiner<\/figcaption><\/figure>\n
\nabout the author: <\/span>anthony zecca<\/span>![\"zecca](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/zecca-growth-path-partners-llc-logo-hdr.jpg\")
<\/strong><\/h1>\nanthony zecca, <\/strong>founder, and ceo of growth path partners llc,<\/strong> is a veteran cpa and management consultant who focuses on growth strategies and leadership.<\/p>\n
zecca\u2019s understanding of leadership was honed both by his career as a partner in a cpa firm as well as his work as a consultant with hundreds of leaders across numerous industries.<\/p>\n
\u201cleading from the edge\u201d reflects zecca\u2019s belief in what makes a successful leader. it challenges every leader, in any capacity, to have the courage to step out of what he calls \u201ccenter leadership\u201d to become an impactful \u201cedge leader\u201d who can move their organization to the level of a standout, high-performance firm.<\/em><\/p><\/blockquote>\n
his career began at j. h. cohn & company \u2013 a small $5 million firm in new jersey where his first exposure to leadership was gained. zecca earned his cpa credentials early in his career and was promoted to partner in 12 years.\u00a0his successful career as an audit partner provided him with the opportunity to work with a number of large clients of the firm.<\/p>\n
zecca\u2019s interest in how businesses worked, what made good ones good and bad ones bad resulted in a career move from audit to management consulting. as a partner in the small consulting team at j. h. cohn, he led a number of consulting projects for small to middle-market companies.<\/p>\n
he used his work with ceos of these companies as a \u201cleadership laboratory\u201d where he took the time to probe and observe so many different leaders and began to develop a deep understanding of what made great leaders great and their impact on how their companies performed.<\/p>\n
![\"\"](\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/the-essence-of-empowerment-in-a-firm.png\")
<\/a>sample exhibit<\/strong> from chapter 19. (click to enlarge)<\/figcaption><\/figure>\nzecca served on the firm\u2019s management committee and was part of the leadership team at j. h. cohn as the firm grew from a small firm to a $250-milion firm and one of the top 20 firms among the top 100 firms.<\/p>\n
he became the managing partner of the firm\u2019s consulting division in 2001 when consulting revenue was less than $2 million with a team of five. when he retired from the firm at the end of 2015, the consulting division had revenue of about $70 million with 24 partners and close to 300 staff.50% of that growth was from the firm merger with reznick in 2013.<\/p>\n
zecca has consulted for hundreds of organizations, interacting with leaders in family companies as well as publicly traded and large not-for-profit organizations.<\/em><\/p><\/blockquote>\n
through his long career working with leaders and being active in the leadership of his firm, his concepts regarding leadership were developed and shared in this second book. in addition, zecca was co-author of the book \u201cthe performance power grid,\u201d published in 2000, focusing on \u201cbusiness intelligence\u201d \u2013 one of the first on the topic.<\/p>\n
anthony has presented at conferences and client company retreats numerous times on strategy, growth, and leadership. he has written numerous articles on these subjects and is recognized for his excellent presentation and facilitation skills. he has been involved in various charitable organizations, including being one of the founding members of the medhen orphan relief effort,<\/a> an organization that supplies financial support to an orphanage in ethiopia. in addition, he has been on various boards, including his hometown board of education, where he was elected president for eight of the 12 years he served.<\/p>\n
he can be reached on linkedin.<\/a><\/p>\n
follow anthony zecca’s weekly columns at 卡塔尔世界杯常规比赛时间 here<\/a>.<\/p>\n
\n
\n <\/p>\n","protected":false},"excerpt":{"rendered":"
creating a standout, high-performing organization<\/strong><\/h4>\nthe new handbook for adapting to change, seizing new opportunities, and driving success.<\/strong><\/em><\/span><\/p>\n
by anthony zecca<\/em><\/span><\/strong><\/p>\n
with forewords by dom esposito and phil whitman<\/em><\/span><\/p>\n
\n- see how “edge leaders” drive performance with courage, commitment, and accountability.<\/li>\n
- learn how to move from a compliance mindset to a client-centric advisory, value-based mindset.<\/li>\n
- required reading for new, aspiring, and all forward-thinking leaders.<\/li>\n
- applicable to firms of all sizes and all stages of growth.<\/li>\n
- 200 pages of step-by-step procedures, checklists, exhibits, case studies, first-person accounts, interviews, and examples.<\/li>\n
- formatted as a coil-bound, lay-flat workbook, so you get to work immediately.<\/li>\n<\/ul>\n
plus \u2013 bonus downloadable eight-piece toolkit at no additional charge<\/em><\/strong><\/span><\/p>\n
(zip file with eight practice aids in pdf and customizable word, excel, and powerpoint files.)<\/em><\/span><\/h6>\n <\/p>\n","protected":false},"featured_media":85812,"template":"","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":""},"product_cat":[3191,3062,2904,2851,2859,2844,2837,2833,2838,3020,3018,2840],"product_tag":[3192,3193,3194],"class_list":{"0":"post-85416","1":"product","2":"type-product","3":"status-publish","4":"has-post-thumbnail","6":"product_cat-anthony-zecca","7":"product_cat-bonus-downloads","8":"product_cat-checklists-worksheets","9":"product_cat-client-service-retention","10":"product_cat-digital-option","11":"product_cat-digital-product","12":"product_cat-growth-profitability","13":"product_cat-leadership-strategy","14":"product_cat-management-hr","15":"product_cat-partners-the-partnership","16":"product_cat-partnership","17":"product_cat-recommended","18":"product_tag-edge","19":"product_tag-edge-leader","20":"product_tag-edge-leadership","21":"member-discount","22":"discount-restricted","24":"first","25":"instock","26":"taxable","27":"shipping-taxable","28":"purchasable","29":"product-type-variable","30":"has-default-attributes"},"acf":[],"yoast_head":"\n
leading from the edge \u2013 growth handbook with bonus toolkit - 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\/shop\/az21edg\/\" \/>\n<meta property=\"og:locale\" content=\"en_us\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"leading from the edge \u2013 growth handbook with bonus toolkit - 卡塔尔世界杯常规比赛时间\" \/>\n<meta property=\"og:description\" content=\"actionable intelligence for tax, accounting, and financial professionals\" \/>\n<meta property=\"og:url\" content=\"\/\/www.g005e.com\/shop\/az21edg\/\" \/>\n<meta property=\"og:site_name\" content=\"卡塔尔世界杯常规比赛时间\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/cpatrendlines\" \/>\n<meta property=\"article:modified_time\" content=\"2024-06-29t17:07:34+00:00\" \/>\n<meta property=\"og:image\" content=\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/az21edg-leading-from-the-edge-zecca-cover-coil-v2021-07-11-mock07-200w-copy.png\" \/>\n\t<meta property=\"og:image:width\" content=\"200\" \/>\n\t<meta property=\"og:image:height\" content=\"220\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:site\" content=\"@cpa_trendlines\" \/>\n<meta name=\"twitter:label1\" content=\"est. reading time\" \/>\n\t<meta name=\"twitter:data1\" content=\"17 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"webpage\",\"@id\":\"\/\/www.g005e.com\/shop\/az21edg\/\",\"url\":\"\/\/www.g005e.com\/shop\/az21edg\/\",\"name\":\"leading from the edge \u2013 growth handbook with bonus toolkit - 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- \n
- \n
create a culture of excellence.<\/span><\/h4>\n<\/li>\n
- \n
assemble a standout team throughout the entire firm, where everyone can flourish and grow in their skills and career.<\/span><\/h4>\n<\/li>\n
- \n
build a\u00a0client-centric organization.<\/span><\/h4>\n<\/li>\n
- \n
learn how to be market-intelligent about clients’ current and future wants and needs.<\/span><\/h4>\n<\/li>\n
- \n
instill a culture of empowerment, coupled with accountability.<\/span><\/h4>\n<\/li>\n
- \n
inspire everyone to live the vision, mission, and core values of the firm.<\/span><\/h4>\n<\/li>\n
- \n
maintain everyone\u2019s focus on the future vision of the firm and the strategic plan to achieve that vision.<\/span><\/h4>\n<\/li>\n
- \n
ensure that the entire leadership team is always confidently courageous and leading from the edge.<\/span><\/h4>\n<\/li>\n<\/ol>\n
<\/a>sample exhibit<\/strong>\u00a0from chapter 1<\/figcaption><\/figure>\n
\nadvance praise from top cpa firm leaders<\/span><\/strong><\/h1>\n
\u201ctony knows volumes<\/strong> about building a top-tier accounting and advisory firm. he\u2019s a tremendous resource for taking the good and making it great\u201d\u00a0<\/em><\/p>\n\u2013 kevin j. keane, managing partner, pkf o\u2019connor davies<\/em><\/p>\n
\u201ctony captures the fundamental challenges<\/strong> facing firm leaders and provides practical insights on how to move from talk to results.\u201d\u00a0 <\/em><\/p>\n
\u2013 kevin o\u2019connell, managing partner, mgo cpas<\/p>\n
“tony has written a highly accessible book<\/strong> with practical and proven insights on strategies for high-performing firms. now more than ever, his advice is critical for firm leaders.”<\/em><\/p>\n
\u2013 stephen j. feron, cpa, mba, managing partner, johnson o’connor feron & carucci cpas<\/p>\n
\u201cpacked with ideas and best practices<\/strong> for leaders in a cpa firm, i particularly enjoyed section v where tony addresses what it takes to move from talk to results. it is insightful and demonstrates the breadth of tony\u2019s consulting skills, insights, and experience.\u00a0 a must-read for anyone in a leadership role.\u201d<\/em><\/p>\n
\u00a0\u2013 dom esposito, ceo of espositoceo2ceo, retired coo of cohnreznick cpas<\/p>\n
\u201cloved the book<\/strong>… so on-point. i hope that at least 80% of the partners in the profession read this!\u201d\u00a0 <\/em><\/p>\n
\u2013 lou grassi, ceo and managing partner, grassi cpas<\/p>\n
\u201cany cpa firm or practice leader<\/strong> who wants to improve their effectiveness \u2013 and the performance of their firm or practice area\u2013 would be wise to read this book\u201d<\/em><\/p>\n
\u2013 dave hartley, partner and advisory practice leader, anders llc<\/p>\n<\/blockquote>\n
\n<\/a>sample exhibit\u00a0<\/strong>from chapter 2<\/figcaption><\/figure>\n <\/p>\n
\ntable of contents<\/strong><\/span><\/h1>\n
21 chapters, 3 appendices, 8-piece toolkit<\/h4>\n
insights and guidance on every page<\/em><\/p>\n
- \n
section i \u2013 leading from the edge<\/h4>\n<\/a>sample illustration<\/strong> from chapter 3 (click to enlarge)<\/figcaption><\/figure>\n\n- leadership & culture<\/li>\n
- what edge leadership looks like<\/li>\n
- key leadership challenges<\/li>\n
- is your leadership at the edge?<\/li>\n
- managing versus leading<\/li>\n<\/ul>\n
section ii \u2013 assessing your firm today<\/h4>\n\n- leadership today<\/li>\n
- assessing your leadership team<\/li>\n
- assessing your own leadership<\/li>\n
- assessing your firm<\/li>\n<\/ul>\n
section iii \u2013 becoming a standout high-performing firm<\/h4>\n\n- the roadmap\n
\n- principle #1: building a standout team<\/li>\n
- principle #2: becoming client-centric<\/li>\n
- principle #3: becoming market intelligent<\/li>\n
- principle #4: technology<\/li>\n
- principle #5: becoming confidently courageous<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
section iv \u2013 creating & living a shared vision<\/h4>\n<\/a>sample exhibit\u00a0<\/strong>from chapter 11. (click to enlarge)<\/figcaption><\/figure>\n\n- creating your\n
\n- vision,<\/li>\n
- mission and<\/li>\n
- core values<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
section v \u2013 moving from talk to results\u2122<\/h4>\n\n- driving change<\/li>\n
- getting to results<\/li>\n
- empowerment & accountability<\/li>\n<\/ul>\n
section vi \u2013 putting it all together<\/h4>\n\n- being an edge leader<\/li>\n<\/ul>\n
\nbonus appendices<\/strong><\/span><\/h2>\n\n- \n
creating a standout, high-performing firm:\u00a0a model transformation project plan<\/span><\/h4>\n<\/li>\n- \n
how to use this handbook to coach future leaders<\/span><\/h4>\n<\/li>\n- \n
how to make your next partner retreat impactful<\/span><\/h4>\n<\/li>\n<\/ol>\n
\nplus: downloadable eight-piece toolkit<\/strong><\/span><\/h2>\nsample illustration<\/strong> from appendix 3 (click to enlarge)<\/figcaption><\/figure>\n(zip file with eight practice aids in pdf and customizable word, excel, and powerpoint files.)<\/span><\/h6>\n\n- <\/dt>\n<\/dl>\n
\n- edge leadership business development action plan worksheet<\/strong> with 2 tabs (.xlsx)<\/li>\n
- edge leadership sample employee survey<\/strong> (.pdf)<\/li>\n
- edge leadership upward assessment<\/strong> (see chapter 7) (.docx)<\/li>\n
- edge leadership team member self assessment<\/strong> (see chapter 7) (.docx)<\/li>\n
- edge leadership self assessment alternative<\/strong> (see chapter 8) (.docx)<\/li>\n
- edge leadership self assessment<\/strong> (see chapter 8) (.docx)<\/li>\n
- edge leadership project planning and control – task report – illustration<\/strong> (for appendix 1) (.pdf)<\/li>\n
- edge power draft transformation mapping<\/strong> (for appendix 3) (.pptx)<\/li>\n<\/ol>\n
instant downloads:\u00a0<\/strong>look for the links in your order confirmation from \u201cauto-confirm@www.g005e.com\u201d and before the table of contents in your book or pdf ebook.<\/span><\/h6>\n\u2013 zip file with eight practice aids in pdf and customizable word docs, excel workbooks, and powerpoints, included with purchase at no additional charge.<\/span><\/h6>\n\u2013 all files downloadable to five devices within 30 days of purchase.<\/span><\/h6>\n\u2013 all material copyright of the author and prohibited from unauthorized reproduction, storage, or distribution under penalty of law.<\/span><\/h6>\n<\/a>sample exhibit<\/strong>\u00a0from chapter 2<\/figcaption><\/figure>\n
\nthe author<\/strong>\u00a0anthony zecca<\/figcaption><\/figure>\nmake a commitment to excellence<\/span><\/strong><\/h1>\nthe road to creating a standout, high-performing firm.<\/strong><\/h4>\nby anthony zecca<\/em><\/p>\n
from the author’s introduction<\/em><\/p>\n
every firm, every firm leader, every partner, and every team member can stand out and be a top performer. it\u2019s a choice and a commitment to excel.<\/p>\n
this book is about leadership. it\u2019s about the type of leadership necessary to drive an organization to become a standout, high-performing organization. although many of the principles throughout are applicable to any middle-market organization, i have focused on professional service firms and within that, accounting firms where i spent my entire career.<\/p>\n
the roadmap to improve your leadership and your firm<\/strong><\/p>\n
in this book, i share the insights gained over my career as a leader in various capacities, my experience in providing strategy and consulting to leaders in numerous industries, and finally, the insights i gained through interviewing 11 current managing partners of successful accounting firms, ranging in revenue from $11 million to $175 million a year.<\/p>\n
my hope is that through the filter of my own experience, my experience with leaders of companies, and the thinking of current leaders of accounting firms, this book will provide a roadmap to improve your leadership and your firm\u2019s performance.<\/p>\n
leadership was and is the one critical factor that separates standout organizations from the ones that struggle to improve.<\/em><\/p><\/blockquote>\n
leadership was and is what drives performance \u2013 and that is the central theme of this book. the issue or question is what type of leadership achieves standout performance since there is a spectrum of leadership that goes from poor to average (center) and in a small percentage of organizations to \u201cthe edge\u201d (i.e. standout, high performance). this book is about leading from the edge.<\/p>\n
tons of books have already been written about leadership \u2013 so why this book? leadership in professional service firms, particularly accounting firms, presents unique leadership challenges, reflecting the divergence in size, services performed, governance structures, markets in which they operate, and an ownership structure that often finds it difficult to separate ownership from management.<\/p>\n
the mindset to move from compliance to advisory<\/strong><\/p>\n
<\/a>sample exhibit<\/strong>\u00a0from chapter 7 (click to enlarge)<\/figcaption><\/figure>\naccounting firms are facing significant headwinds driven by changes in what clients expect, want, and need from their accounting firm and the challenges that presents in moving from a compliance mindset to an advisory, value-based mindset.<\/p>\n
leaders in accounting firms must show the way and lead the change from the historical compliance-based firm to a firm that creates value for its clients \u2013 leaders must move from the center to the edge.<\/p>\n
great leaders \u201clead from the edge\u201d \u2013 they are constantly motivating each member of their team to reach and achieve ever-higher levels of performance \u2013 expanding out their personal \u201cedge.\u201d edge leaders are constantly testing the edges, knowing that their team and the firm are always capable of more.<\/p>\n
what sets edge leaders apart from most leaders in professional service firms is that they face and win the challenge every day to create that \u201cmore\u201d in a motivating, inspiring environment. the \u201cedge\u201d for great leaders is not a static place, but an evolving, ever-moving edge.<\/p>\n
it starts with culture<\/strong><\/p>\n
<\/a>sample exhibit\u00a0<\/strong>from chapter 8 (click to enlarge)<\/figcaption><\/figure>\n“leading from the edge” is a cultural model that starts at the top and permeates the entire leadership team and firm. the \u201cedge\u201d is not the same for every leader, but it is an aspirational model that reflects the best of what leadership is \u2013 a level of leadership that every leader or aspiring leader should strive to achieve.<\/p>\n
great edge leaders adjust their leadership style to fit the situations they are facing. they understand that sometimes you have to push, sometimes pull, and sometimes walk alongside their team to drive performance. edge leaders understand that a one-style-fits-all approach to leadership just does not work and they have to adjust their leadership approach to the personality of the people they are leading.<\/p>\n
great edge leaders understand that their team is diverse in many ways and the approach to leading a strong performer is not the same as leading others who are growing in their performance skills.<\/em><\/p><\/blockquote>\n
throughout this handbook, we focus on what edge leaders look like and how they lead their firms as well as compare and contrast with center leaders \u2013 leaders of firms that are more complacent and unable or unwilling to drive their firms to the level of a standout, high-performing firm.<\/p>\n
it’s driven by courage and commitment<\/strong><\/p>\n
what distinguishes edge leaders from center leaders is the edge leader\u2019s courage and commitment to create a vision and culture to drive their firm to the front of the pack. the edge leader understands the importance of empathy in driving everyone\u2019s performance.<\/p>\n
the focus and ability to overcome challenges, anticipated or not, such as the current challenge presented by covid-19, and always remaining true to the vision and culture necessary to become a standout, high-performing firm represent the hallmark of an edge leader.<\/p>\n
<\/a>sample exhibit<\/strong>\u00a0from chapter 12.<\/figcaption><\/figure>\nedge leaders understand that creating a sustainable standout, high-performing firm can only be achieved by:<\/strong><\/p>\n
\n- \n
\n- creating a culture of excellence<\/li>\n
- building a standout team throughout the entire firm whereby every person in the firm can flourish and grow in their skills and career<\/li>\n
- building an organization that is client-centric<\/li>\n
- being market-intelligent regarding client current and future wants and needs<\/li>\n
- instilling a culture of empowerment coupled with accountability<\/li>\n
- inspiring everyone to live the vision, mission, and core values of the firm<\/li>\n
- maintaining everyone\u2019s focus on the future vision of the firm and the strategic plan to achieve that vision, and finally,<\/li>\n
- ensuring that the entire leadership team is always confidently courageous and leading from the edge<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n
it’s future-focused<\/strong><\/p>\n
<\/a>sample illustration<\/strong> from chapter 5 (click to enlarge)<\/figcaption><\/figure>\nedge leaders constantly look down the road to understand what their current and future clients will need, what challenges their clients will be facing, and ensuring that the firm is ready to help clients meet those challenges.<\/p>\n
edge leaders have a constant pulse on the future regarding firm-related challenges and opportunities, thus ensuring that the firm is ready, willing, and able to overcome each challenge and maximize each opportunity.<\/em><\/p><\/blockquote>\n
edge leaders communicate that their purpose as a firm is not to maximize revenue and profit but to make a difference in the lives of its employees, its clients, and the greater community it serves.<\/p>\n
it’s for every leader in any size firm<\/strong><\/p>\n
edge leaders understand that growth and profit result from driving the execution of the firm\u2019s vision, mission, core values, and strategy through teamwork, empowerment, accountability, and a constant focus on adding value with every client interaction \u2013 making a difference.<\/p>\n
if you are the leader in a professional services organization, a practice leader within a firm \u2013 or an aspiring leader in any organization for that matter \u2013 you can drive your organization and your team to the level of a standout, high-performing team.<\/p>\n
the size of your firm does not matter. if your firm has revenue of $2 million or $250 million, the road to creating a standout, high-performing firm, as well as the evolution of your leadership from where you are today to the edge, is the same.<\/p>\n
\ndom esposito<\/figcaption><\/figure>\nthe five-point p.o.w.e.r. model<\/strong><\/span><\/h1>\nhow to \u201cwalk the talk\u201d and move an accounting firm forward.<\/span><\/h4>\nby dom esposito
\n<\/em><\/p>\n
ceo, esposito ceo2ceo llc
\n<\/em>author of “8 steps to great<\/span><\/a>”\u00a0<\/em><\/p>\n
from his foreword<\/em><\/p>\n
tony gets it. he has been there and done that.<\/em><\/p><\/blockquote>\n
<\/a>sample exhibit\u00a0<\/strong>from chapter 15. (click to enlarge)<\/figcaption><\/figure>\nit is a model that drives change:<\/p>\n
p <\/strong>is for purpose<\/p>\n
o <\/strong>is for ownership<\/p>\n
w<\/strong> is for willingness<\/p>\n
e <\/strong>is for environment<\/p>\n
r<\/strong> is for resolve<\/p>\n
tony\u2019s model is very insightful, and i can attest that it works. give this book a read. i\u2019m sure that you will be glad that you did.<\/p>\n
\nphil whitman<\/figcaption><\/figure>\nthe seven key filters for assessing potential<\/span><\/strong><\/h1>\nleaders need to lead and not manage.<\/h4>\nby philip j. whitman, cpa<\/em><\/p>\n
<\/div>\nceo and president
\n<\/em>whitman business advisors, llc<\/em><\/p>\n
from his foreword<\/em><\/p>\n
tony\u2019s demeanor, charisma, and professional life story of his role as a leader in one of the top cpa firms in north america are enviable. tony built a tremendous consulting organization within a cpa firm long before the time every leader started echoing the need for advisory services.<\/p>\n
tony gives you, the future \u201cedge leader,\u201d a roadmap, a step-by-step list of exactly what you need to do.<\/em><\/p><\/blockquote>\n
far too many managing partners spend their time managing their partner group which is very different than leading them.\u00a0 many managing partners view themselves as highly paid \u201cbaby-sitters\u201d following up on the myriad of administrative requests.<\/p>\n
tony\u2019s discussion of the seven key filters for assessment of the firm<\/strong> hits the heart of the matter.<\/p>\n
the assessment exercise establishes a baseline and a basis for areas requiring your focus:<\/p>\n
\n- \n
\n- culture<\/li>\n
- strategy<\/li>\n
- talent<\/li>\n
- client service<\/li>\n
- business development and marketing<\/li>\n
- finance<\/li>\n
- organization<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n
now, i am not saying it will be easy, but with the help of tony\u2019s insights and life experience, you will get many steps closer to being a high-performing, standout organization.<\/p>\n
as a profession in transition, it is imperative that current and aspirational cpa firm leaders, whether sole owners or top 10 cpa firms have leading from the edge: creating a standout, high-performing organization<\/em> on their required reading list.<\/p>\n
\nlearn from the best in the business<\/strong><\/span><\/h1>\nwith insights from top-rated cpa firm leaders<\/span><\/h4>\nin addition to his own knowledge and experience, author anthony zecca taps into the expertise of some of the leaders of the profession’s most dynamic cpa firms.<\/strong><\/span><\/p>\n
“leading from the edge” includes insights from, top row, from left:<\/strong> bill davidson \u2013 davidson & co., steve feron \u2013 johnson o\u2019connor, glenn friedman \u2013 pragermetis. second row:<\/strong> lou grassi \u2013 grassi & co., kevin keane \u2013 pkf o\u2019connor davies, steve mccarty \u2013 uhy, robert minkler, jr. \u2013 anders cpas. bottom row:<\/strong> kevin o\u2019connell \u2013 mgo, jim pitrat \u2013 singer lewak, jane scaccetti \u2013 drucker & scaccetti, ron weiner \u2013 perelson weiner<\/figcaption><\/figure>\n
\nabout the author: <\/span>anthony zecca<\/span><\/strong><\/h1>\nanthony zecca, <\/strong>founder, and ceo of growth path partners llc,<\/strong> is a veteran cpa and management consultant who focuses on growth strategies and leadership.<\/p>\n
zecca\u2019s understanding of leadership was honed both by his career as a partner in a cpa firm as well as his work as a consultant with hundreds of leaders across numerous industries.<\/p>\n
\u201cleading from the edge\u201d reflects zecca\u2019s belief in what makes a successful leader. it challenges every leader, in any capacity, to have the courage to step out of what he calls \u201ccenter leadership\u201d to become an impactful \u201cedge leader\u201d who can move their organization to the level of a standout, high-performance firm.<\/em><\/p><\/blockquote>\n
his career began at j. h. cohn & company \u2013 a small $5 million firm in new jersey where his first exposure to leadership was gained. zecca earned his cpa credentials early in his career and was promoted to partner in 12 years.\u00a0his successful career as an audit partner provided him with the opportunity to work with a number of large clients of the firm.<\/p>\n
zecca\u2019s interest in how businesses worked, what made good ones good and bad ones bad resulted in a career move from audit to management consulting. as a partner in the small consulting team at j. h. cohn, he led a number of consulting projects for small to middle-market companies.<\/p>\n
he used his work with ceos of these companies as a \u201cleadership laboratory\u201d where he took the time to probe and observe so many different leaders and began to develop a deep understanding of what made great leaders great and their impact on how their companies performed.<\/p>\n
<\/a>sample exhibit<\/strong> from chapter 19. (click to enlarge)<\/figcaption><\/figure>\nzecca served on the firm\u2019s management committee and was part of the leadership team at j. h. cohn as the firm grew from a small firm to a $250-milion firm and one of the top 20 firms among the top 100 firms.<\/p>\n
he became the managing partner of the firm\u2019s consulting division in 2001 when consulting revenue was less than $2 million with a team of five. when he retired from the firm at the end of 2015, the consulting division had revenue of about $70 million with 24 partners and close to 300 staff.50% of that growth was from the firm merger with reznick in 2013.<\/p>\n
zecca has consulted for hundreds of organizations, interacting with leaders in family companies as well as publicly traded and large not-for-profit organizations.<\/em><\/p><\/blockquote>\n
through his long career working with leaders and being active in the leadership of his firm, his concepts regarding leadership were developed and shared in this second book. in addition, zecca was co-author of the book \u201cthe performance power grid,\u201d published in 2000, focusing on \u201cbusiness intelligence\u201d \u2013 one of the first on the topic.<\/p>\n
anthony has presented at conferences and client company retreats numerous times on strategy, growth, and leadership. he has written numerous articles on these subjects and is recognized for his excellent presentation and facilitation skills. he has been involved in various charitable organizations, including being one of the founding members of the medhen orphan relief effort,<\/a> an organization that supplies financial support to an orphanage in ethiopia. in addition, he has been on various boards, including his hometown board of education, where he was elected president for eight of the 12 years he served.<\/p>\n
he can be reached on linkedin.<\/a><\/p>\n
follow anthony zecca’s weekly columns at 卡塔尔世界杯常规比赛时间 here<\/a>.<\/p>\n
\n
\n <\/p>\n","protected":false},"excerpt":{"rendered":"
creating a standout, high-performing organization<\/strong><\/h4>\nthe new handbook for adapting to change, seizing new opportunities, and driving success.<\/strong><\/em><\/span><\/p>\n
by anthony zecca<\/em><\/span><\/strong><\/p>\n
with forewords by dom esposito and phil whitman<\/em><\/span><\/p>\n
\n- see how “edge leaders” drive performance with courage, commitment, and accountability.<\/li>\n
- learn how to move from a compliance mindset to a client-centric advisory, value-based mindset.<\/li>\n
- required reading for new, aspiring, and all forward-thinking leaders.<\/li>\n
- applicable to firms of all sizes and all stages of growth.<\/li>\n
- 200 pages of step-by-step procedures, checklists, exhibits, case studies, first-person accounts, interviews, and examples.<\/li>\n
- formatted as a coil-bound, lay-flat workbook, so you get to work immediately.<\/li>\n<\/ul>\n
plus \u2013 bonus downloadable eight-piece toolkit at no additional charge<\/em><\/strong><\/span><\/p>\n
(zip file with eight practice aids in pdf and customizable word, excel, and powerpoint files.)<\/em><\/span><\/h6>\n <\/p>\n","protected":false},"featured_media":85812,"template":"","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":""},"product_cat":[3191,3062,2904,2851,2859,2844,2837,2833,2838,3020,3018,2840],"product_tag":[3192,3193,3194],"class_list":{"0":"post-85416","1":"product","2":"type-product","3":"status-publish","4":"has-post-thumbnail","6":"product_cat-anthony-zecca","7":"product_cat-bonus-downloads","8":"product_cat-checklists-worksheets","9":"product_cat-client-service-retention","10":"product_cat-digital-option","11":"product_cat-digital-product","12":"product_cat-growth-profitability","13":"product_cat-leadership-strategy","14":"product_cat-management-hr","15":"product_cat-partners-the-partnership","16":"product_cat-partnership","17":"product_cat-recommended","18":"product_tag-edge","19":"product_tag-edge-leader","20":"product_tag-edge-leadership","21":"member-discount","22":"discount-restricted","24":"first","25":"instock","26":"taxable","27":"shipping-taxable","28":"purchasable","29":"product-type-variable","30":"has-default-attributes"},"acf":[],"yoast_head":"\n
leading from the edge \u2013 growth handbook with bonus toolkit - 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\/shop\/az21edg\/\" \/>\n<meta property=\"og:locale\" content=\"en_us\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"leading from the edge \u2013 growth handbook with bonus toolkit - 卡塔尔世界杯常规比赛时间\" \/>\n<meta property=\"og:description\" content=\"actionable intelligence for tax, accounting, and financial professionals\" \/>\n<meta property=\"og:url\" content=\"\/\/www.g005e.com\/shop\/az21edg\/\" \/>\n<meta property=\"og:site_name\" content=\"卡塔尔世界杯常规比赛时间\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/cpatrendlines\" \/>\n<meta property=\"article:modified_time\" content=\"2024-06-29t17:07:34+00:00\" \/>\n<meta property=\"og:image\" content=\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/az21edg-leading-from-the-edge-zecca-cover-coil-v2021-07-11-mock07-200w-copy.png\" \/>\n\t<meta property=\"og:image:width\" content=\"200\" \/>\n\t<meta property=\"og:image:height\" content=\"220\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:site\" content=\"@cpa_trendlines\" \/>\n<meta name=\"twitter:label1\" content=\"est. reading time\" \/>\n\t<meta name=\"twitter:data1\" content=\"17 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"webpage\",\"@id\":\"\/\/www.g005e.com\/shop\/az21edg\/\",\"url\":\"\/\/www.g005e.com\/shop\/az21edg\/\",\"name\":\"leading from the edge \u2013 growth handbook with bonus toolkit - 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<\/a>- \n
- leadership & culture<\/li>\n
- what edge leadership looks like<\/li>\n
- key leadership challenges<\/li>\n
- is your leadership at the edge?<\/li>\n
- managing versus leading<\/li>\n<\/ul>\n
section ii \u2013 assessing your firm today<\/h4>\n
- \n
- leadership today<\/li>\n
- assessing your leadership team<\/li>\n
- assessing your own leadership<\/li>\n
- assessing your firm<\/li>\n<\/ul>\n
section iii \u2013 becoming a standout high-performing firm<\/h4>\n
- \n
- the roadmap\n
- \n
- principle #1: building a standout team<\/li>\n
- principle #2: becoming client-centric<\/li>\n
- principle #3: becoming market intelligent<\/li>\n
- principle #4: technology<\/li>\n
- principle #5: becoming confidently courageous<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
section iv \u2013 creating & living a shared vision<\/h4>\n
<\/a>sample exhibit\u00a0<\/strong>from chapter 11. (click to enlarge)<\/figcaption><\/figure>\n - \n
- creating your\n
- \n
- vision,<\/li>\n
- mission and<\/li>\n
- core values<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
section v \u2013 moving from talk to results\u2122<\/h4>\n
- \n
- driving change<\/li>\n
- getting to results<\/li>\n
- empowerment & accountability<\/li>\n<\/ul>\n
section vi \u2013 putting it all together<\/h4>\n
- \n
- being an edge leader<\/li>\n<\/ul>\n
\nbonus appendices<\/strong><\/span><\/h2>\n
- \n
- \n
creating a standout, high-performing firm:\u00a0a model transformation project plan<\/span><\/h4>\n<\/li>\n
- \n
how to use this handbook to coach future leaders<\/span><\/h4>\n<\/li>\n
- \n
how to make your next partner retreat impactful<\/span><\/h4>\n<\/li>\n<\/ol>\n
\nplus: downloadable eight-piece toolkit<\/strong><\/span><\/h2>\n
sample illustration<\/strong> from appendix 3 (click to enlarge)<\/figcaption><\/figure>\n (zip file with eight practice aids in pdf and customizable word, excel, and powerpoint files.)<\/span><\/h6>\n
- \n
- <\/dt>\n<\/dl>\n
- \n
- edge leadership business development action plan worksheet<\/strong> with 2 tabs (.xlsx)<\/li>\n
- edge leadership sample employee survey<\/strong> (.pdf)<\/li>\n
- edge leadership upward assessment<\/strong> (see chapter 7) (.docx)<\/li>\n
- edge leadership team member self assessment<\/strong> (see chapter 7) (.docx)<\/li>\n
- edge leadership self assessment alternative<\/strong> (see chapter 8) (.docx)<\/li>\n
- edge leadership self assessment<\/strong> (see chapter 8) (.docx)<\/li>\n
- edge leadership project planning and control – task report – illustration<\/strong> (for appendix 1) (.pdf)<\/li>\n
- edge power draft transformation mapping<\/strong> (for appendix 3) (.pptx)<\/li>\n<\/ol>\n
instant downloads:\u00a0<\/strong>look for the links in your order confirmation from \u201cauto-confirm@www.g005e.com\u201d and before the table of contents in your book or pdf ebook.<\/span><\/h6>\n
\u2013 zip file with eight practice aids in pdf and customizable word docs, excel workbooks, and powerpoints, included with purchase at no additional charge.<\/span><\/h6>\n
\u2013 all files downloadable to five devices within 30 days of purchase.<\/span><\/h6>\n
\u2013 all material copyright of the author and prohibited from unauthorized reproduction, storage, or distribution under penalty of law.<\/span><\/h6>\n
<\/a>sample exhibit<\/strong>\u00a0from chapter 2<\/figcaption><\/figure>\n
\nthe author<\/strong>\u00a0anthony zecca<\/figcaption><\/figure>\n make a commitment to excellence<\/span><\/strong><\/h1>\n
the road to creating a standout, high-performing firm.<\/strong><\/h4>\n
by anthony zecca<\/em><\/p>\n
from the author’s introduction<\/em><\/p>\n
every firm, every firm leader, every partner, and every team member can stand out and be a top performer. it\u2019s a choice and a commitment to excel.<\/p>\n
this book is about leadership. it\u2019s about the type of leadership necessary to drive an organization to become a standout, high-performing organization. although many of the principles throughout are applicable to any middle-market organization, i have focused on professional service firms and within that, accounting firms where i spent my entire career.<\/p>\n
the roadmap to improve your leadership and your firm<\/strong><\/p>\n
in this book, i share the insights gained over my career as a leader in various capacities, my experience in providing strategy and consulting to leaders in numerous industries, and finally, the insights i gained through interviewing 11 current managing partners of successful accounting firms, ranging in revenue from $11 million to $175 million a year.<\/p>\n
my hope is that through the filter of my own experience, my experience with leaders of companies, and the thinking of current leaders of accounting firms, this book will provide a roadmap to improve your leadership and your firm\u2019s performance.<\/p>\n
leadership was and is the one critical factor that separates standout organizations from the ones that struggle to improve.<\/em><\/p><\/blockquote>\n
leadership was and is what drives performance \u2013 and that is the central theme of this book. the issue or question is what type of leadership achieves standout performance since there is a spectrum of leadership that goes from poor to average (center) and in a small percentage of organizations to \u201cthe edge\u201d (i.e. standout, high performance). this book is about leading from the edge.<\/p>\n
tons of books have already been written about leadership \u2013 so why this book? leadership in professional service firms, particularly accounting firms, presents unique leadership challenges, reflecting the divergence in size, services performed, governance structures, markets in which they operate, and an ownership structure that often finds it difficult to separate ownership from management.<\/p>\n
the mindset to move from compliance to advisory<\/strong><\/p>\n
<\/a>sample exhibit<\/strong>\u00a0from chapter 7 (click to enlarge)<\/figcaption><\/figure>\n accounting firms are facing significant headwinds driven by changes in what clients expect, want, and need from their accounting firm and the challenges that presents in moving from a compliance mindset to an advisory, value-based mindset.<\/p>\n
leaders in accounting firms must show the way and lead the change from the historical compliance-based firm to a firm that creates value for its clients \u2013 leaders must move from the center to the edge.<\/p>\n
great leaders \u201clead from the edge\u201d \u2013 they are constantly motivating each member of their team to reach and achieve ever-higher levels of performance \u2013 expanding out their personal \u201cedge.\u201d edge leaders are constantly testing the edges, knowing that their team and the firm are always capable of more.<\/p>\n
what sets edge leaders apart from most leaders in professional service firms is that they face and win the challenge every day to create that \u201cmore\u201d in a motivating, inspiring environment. the \u201cedge\u201d for great leaders is not a static place, but an evolving, ever-moving edge.<\/p>\n
it starts with culture<\/strong><\/p>\n
<\/a>sample exhibit\u00a0<\/strong>from chapter 8 (click to enlarge)<\/figcaption><\/figure>\n “leading from the edge” is a cultural model that starts at the top and permeates the entire leadership team and firm. the \u201cedge\u201d is not the same for every leader, but it is an aspirational model that reflects the best of what leadership is \u2013 a level of leadership that every leader or aspiring leader should strive to achieve.<\/p>\n
great edge leaders adjust their leadership style to fit the situations they are facing. they understand that sometimes you have to push, sometimes pull, and sometimes walk alongside their team to drive performance. edge leaders understand that a one-style-fits-all approach to leadership just does not work and they have to adjust their leadership approach to the personality of the people they are leading.<\/p>\n
great edge leaders understand that their team is diverse in many ways and the approach to leading a strong performer is not the same as leading others who are growing in their performance skills.<\/em><\/p><\/blockquote>\n
throughout this handbook, we focus on what edge leaders look like and how they lead their firms as well as compare and contrast with center leaders \u2013 leaders of firms that are more complacent and unable or unwilling to drive their firms to the level of a standout, high-performing firm.<\/p>\n
it’s driven by courage and commitment<\/strong><\/p>\n
what distinguishes edge leaders from center leaders is the edge leader\u2019s courage and commitment to create a vision and culture to drive their firm to the front of the pack. the edge leader understands the importance of empathy in driving everyone\u2019s performance.<\/p>\n
the focus and ability to overcome challenges, anticipated or not, such as the current challenge presented by covid-19, and always remaining true to the vision and culture necessary to become a standout, high-performing firm represent the hallmark of an edge leader.<\/p>\n
<\/a>sample exhibit<\/strong>\u00a0from chapter 12.<\/figcaption><\/figure>\n edge leaders understand that creating a sustainable standout, high-performing firm can only be achieved by:<\/strong><\/p>\n
- \n
- \n
- \n
- creating a culture of excellence<\/li>\n
- building a standout team throughout the entire firm whereby every person in the firm can flourish and grow in their skills and career<\/li>\n
- building an organization that is client-centric<\/li>\n
- being market-intelligent regarding client current and future wants and needs<\/li>\n
- instilling a culture of empowerment coupled with accountability<\/li>\n
- inspiring everyone to live the vision, mission, and core values of the firm<\/li>\n
- maintaining everyone\u2019s focus on the future vision of the firm and the strategic plan to achieve that vision, and finally,<\/li>\n
- ensuring that the entire leadership team is always confidently courageous and leading from the edge<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n
it’s future-focused<\/strong><\/p>\n
<\/a>sample illustration<\/strong> from chapter 5 (click to enlarge)<\/figcaption><\/figure>\n edge leaders constantly look down the road to understand what their current and future clients will need, what challenges their clients will be facing, and ensuring that the firm is ready to help clients meet those challenges.<\/p>\n
edge leaders have a constant pulse on the future regarding firm-related challenges and opportunities, thus ensuring that the firm is ready, willing, and able to overcome each challenge and maximize each opportunity.<\/em><\/p><\/blockquote>\n
edge leaders communicate that their purpose as a firm is not to maximize revenue and profit but to make a difference in the lives of its employees, its clients, and the greater community it serves.<\/p>\n
it’s for every leader in any size firm<\/strong><\/p>\n
edge leaders understand that growth and profit result from driving the execution of the firm\u2019s vision, mission, core values, and strategy through teamwork, empowerment, accountability, and a constant focus on adding value with every client interaction \u2013 making a difference.<\/p>\n
if you are the leader in a professional services organization, a practice leader within a firm \u2013 or an aspiring leader in any organization for that matter \u2013 you can drive your organization and your team to the level of a standout, high-performing team.<\/p>\n
the size of your firm does not matter. if your firm has revenue of $2 million or $250 million, the road to creating a standout, high-performing firm, as well as the evolution of your leadership from where you are today to the edge, is the same.<\/p>\n
\ndom esposito<\/figcaption><\/figure>\n the five-point p.o.w.e.r. model<\/strong><\/span><\/h1>\n
how to \u201cwalk the talk\u201d and move an accounting firm forward.<\/span><\/h4>\n
by dom esposito
\n<\/em><\/p>\nceo, esposito ceo2ceo llc
\n<\/em>author of “8 steps to great<\/span><\/a>”\u00a0<\/em><\/p>\nfrom his foreword<\/em><\/p>\n
tony gets it. he has been there and done that.<\/em><\/p><\/blockquote>\n
<\/a>sample exhibit\u00a0<\/strong>from chapter 15. (click to enlarge)<\/figcaption><\/figure>\n it is a model that drives change:<\/p>\n
p <\/strong>is for purpose<\/p>\n
o <\/strong>is for ownership<\/p>\n
w<\/strong> is for willingness<\/p>\n
e <\/strong>is for environment<\/p>\n
r<\/strong> is for resolve<\/p>\n
tony\u2019s model is very insightful, and i can attest that it works. give this book a read. i\u2019m sure that you will be glad that you did.<\/p>\n
\nphil whitman<\/figcaption><\/figure>\n the seven key filters for assessing potential<\/span><\/strong><\/h1>\n
leaders need to lead and not manage.<\/h4>\n
by philip j. whitman, cpa<\/em><\/p>\n
<\/div>\nceo and president
\n<\/em>whitman business advisors, llc<\/em><\/p>\nfrom his foreword<\/em><\/p>\n
tony\u2019s demeanor, charisma, and professional life story of his role as a leader in one of the top cpa firms in north america are enviable. tony built a tremendous consulting organization within a cpa firm long before the time every leader started echoing the need for advisory services.<\/p>\n
tony gives you, the future \u201cedge leader,\u201d a roadmap, a step-by-step list of exactly what you need to do.<\/em><\/p><\/blockquote>\n
far too many managing partners spend their time managing their partner group which is very different than leading them.\u00a0 many managing partners view themselves as highly paid \u201cbaby-sitters\u201d following up on the myriad of administrative requests.<\/p>\n
tony\u2019s discussion of the seven key filters for assessment of the firm<\/strong> hits the heart of the matter.<\/p>\n
the assessment exercise establishes a baseline and a basis for areas requiring your focus:<\/p>\n
- \n
- \n
- \n
- culture<\/li>\n
- strategy<\/li>\n
- talent<\/li>\n
- client service<\/li>\n
- business development and marketing<\/li>\n
- finance<\/li>\n
- organization<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n
now, i am not saying it will be easy, but with the help of tony\u2019s insights and life experience, you will get many steps closer to being a high-performing, standout organization.<\/p>\n
as a profession in transition, it is imperative that current and aspirational cpa firm leaders, whether sole owners or top 10 cpa firms have leading from the edge: creating a standout, high-performing organization<\/em> on their required reading list.<\/p>\n
\nlearn from the best in the business<\/strong><\/span><\/h1>\n
with insights from top-rated cpa firm leaders<\/span><\/h4>\n
in addition to his own knowledge and experience, author anthony zecca taps into the expertise of some of the leaders of the profession’s most dynamic cpa firms.<\/strong><\/span><\/p>\n
“leading from the edge” includes insights from, top row, from left:<\/strong> bill davidson \u2013 davidson & co., steve feron \u2013 johnson o\u2019connor, glenn friedman \u2013 pragermetis. second row:<\/strong> lou grassi \u2013 grassi & co., kevin keane \u2013 pkf o\u2019connor davies, steve mccarty \u2013 uhy, robert minkler, jr. \u2013 anders cpas. bottom row:<\/strong> kevin o\u2019connell \u2013 mgo, jim pitrat \u2013 singer lewak, jane scaccetti \u2013 drucker & scaccetti, ron weiner \u2013 perelson weiner<\/figcaption><\/figure>\n
\nabout the author: <\/span>anthony zecca<\/span>
<\/strong><\/h1>\nanthony zecca, <\/strong>founder, and ceo of growth path partners llc,<\/strong> is a veteran cpa and management consultant who focuses on growth strategies and leadership.<\/p>\n
zecca\u2019s understanding of leadership was honed both by his career as a partner in a cpa firm as well as his work as a consultant with hundreds of leaders across numerous industries.<\/p>\n
\u201cleading from the edge\u201d reflects zecca\u2019s belief in what makes a successful leader. it challenges every leader, in any capacity, to have the courage to step out of what he calls \u201ccenter leadership\u201d to become an impactful \u201cedge leader\u201d who can move their organization to the level of a standout, high-performance firm.<\/em><\/p><\/blockquote>\n
his career began at j. h. cohn & company \u2013 a small $5 million firm in new jersey where his first exposure to leadership was gained. zecca earned his cpa credentials early in his career and was promoted to partner in 12 years.\u00a0his successful career as an audit partner provided him with the opportunity to work with a number of large clients of the firm.<\/p>\n
zecca\u2019s interest in how businesses worked, what made good ones good and bad ones bad resulted in a career move from audit to management consulting. as a partner in the small consulting team at j. h. cohn, he led a number of consulting projects for small to middle-market companies.<\/p>\n
he used his work with ceos of these companies as a \u201cleadership laboratory\u201d where he took the time to probe and observe so many different leaders and began to develop a deep understanding of what made great leaders great and their impact on how their companies performed.<\/p>\n
<\/a>sample exhibit<\/strong> from chapter 19. (click to enlarge)<\/figcaption><\/figure>\n zecca served on the firm\u2019s management committee and was part of the leadership team at j. h. cohn as the firm grew from a small firm to a $250-milion firm and one of the top 20 firms among the top 100 firms.<\/p>\n
he became the managing partner of the firm\u2019s consulting division in 2001 when consulting revenue was less than $2 million with a team of five. when he retired from the firm at the end of 2015, the consulting division had revenue of about $70 million with 24 partners and close to 300 staff.50% of that growth was from the firm merger with reznick in 2013.<\/p>\n
zecca has consulted for hundreds of organizations, interacting with leaders in family companies as well as publicly traded and large not-for-profit organizations.<\/em><\/p><\/blockquote>\n
through his long career working with leaders and being active in the leadership of his firm, his concepts regarding leadership were developed and shared in this second book. in addition, zecca was co-author of the book \u201cthe performance power grid,\u201d published in 2000, focusing on \u201cbusiness intelligence\u201d \u2013 one of the first on the topic.<\/p>\n
anthony has presented at conferences and client company retreats numerous times on strategy, growth, and leadership. he has written numerous articles on these subjects and is recognized for his excellent presentation and facilitation skills. he has been involved in various charitable organizations, including being one of the founding members of the medhen orphan relief effort,<\/a> an organization that supplies financial support to an orphanage in ethiopia. in addition, he has been on various boards, including his hometown board of education, where he was elected president for eight of the 12 years he served.<\/p>\n
he can be reached on linkedin.<\/a><\/p>\n
follow anthony zecca’s weekly columns at 卡塔尔世界杯常规比赛时间 here<\/a>.<\/p>\n
\n
\n<\/p>\n","protected":false},"excerpt":{"rendered":"
creating a standout, high-performing organization<\/strong><\/h4>\n
the new handbook for adapting to change, seizing new opportunities, and driving success.<\/strong><\/em><\/span><\/p>\n
by anthony zecca<\/em><\/span><\/strong><\/p>\n
with forewords by dom esposito and phil whitman<\/em><\/span><\/p>\n
- \n
- see how “edge leaders” drive performance with courage, commitment, and accountability.<\/li>\n
- learn how to move from a compliance mindset to a client-centric advisory, value-based mindset.<\/li>\n
- required reading for new, aspiring, and all forward-thinking leaders.<\/li>\n
- applicable to firms of all sizes and all stages of growth.<\/li>\n
- 200 pages of step-by-step procedures, checklists, exhibits, case studies, first-person accounts, interviews, and examples.<\/li>\n
- formatted as a coil-bound, lay-flat workbook, so you get to work immediately.<\/li>\n<\/ul>\n
plus \u2013 bonus downloadable eight-piece toolkit at no additional charge<\/em><\/strong><\/span><\/p>\n
(zip file with eight practice aids in pdf and customizable word, excel, and powerpoint files.)<\/em><\/span><\/h6>\n
<\/p>\n","protected":false},"featured_media":85812,"template":"","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":""},"product_cat":[3191,3062,2904,2851,2859,2844,2837,2833,2838,3020,3018,2840],"product_tag":[3192,3193,3194],"class_list":{"0":"post-85416","1":"product","2":"type-product","3":"status-publish","4":"has-post-thumbnail","6":"product_cat-anthony-zecca","7":"product_cat-bonus-downloads","8":"product_cat-checklists-worksheets","9":"product_cat-client-service-retention","10":"product_cat-digital-option","11":"product_cat-digital-product","12":"product_cat-growth-profitability","13":"product_cat-leadership-strategy","14":"product_cat-management-hr","15":"product_cat-partners-the-partnership","16":"product_cat-partnership","17":"product_cat-recommended","18":"product_tag-edge","19":"product_tag-edge-leader","20":"product_tag-edge-leadership","21":"member-discount","22":"discount-restricted","24":"first","25":"instock","26":"taxable","27":"shipping-taxable","28":"purchasable","29":"product-type-variable","30":"has-default-attributes"},"acf":[],"yoast_head":"\n
leading from the edge \u2013 growth handbook with bonus toolkit - 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\/shop\/az21edg\/\" \/>\n<meta property=\"og:locale\" content=\"en_us\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"leading from the edge \u2013 growth handbook with bonus toolkit - 卡塔尔世界杯常规比赛时间\" \/>\n<meta property=\"og:description\" content=\"actionable intelligence for tax, accounting, and financial professionals\" \/>\n<meta property=\"og:url\" content=\"\/\/www.g005e.com\/shop\/az21edg\/\" \/>\n<meta property=\"og:site_name\" content=\"卡塔尔世界杯常规比赛时间\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/cpatrendlines\" \/>\n<meta property=\"article:modified_time\" content=\"2024-06-29t17:07:34+00:00\" \/>\n<meta property=\"og:image\" content=\"\/\/www.g005e.com\/wp-content\/uploads\/2021\/07\/az21edg-leading-from-the-edge-zecca-cover-coil-v2021-07-11-mock07-200w-copy.png\" \/>\n\t<meta property=\"og:image:width\" content=\"200\" \/>\n\t<meta property=\"og:image:height\" content=\"220\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:site\" content=\"@cpa_trendlines\" \/>\n<meta name=\"twitter:label1\" content=\"est. reading time\" \/>\n\t<meta name=\"twitter:data1\" content=\"17 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"webpage\",\"@id\":\"\/\/www.g005e.com\/shop\/az21edg\/\",\"url\":\"\/\/www.g005e.com\/shop\/az21edg\/\",\"name\":\"leading from the edge \u2013 growth handbook with bonus toolkit - 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- \n
- \n
- \n
- \n
- being an edge leader<\/li>\n<\/ul>\n
- creating your\n
- the roadmap\n