August J. Aquila
Aquila Global Advisors
www.aquilaadvisors.com
aaquila@aquilaadvisors.com |
Failure to be committed to the program or strategic vision they talk about. It is very easy to talk about things that need to be done. It is another matter to actually have the will to do them. |
Ron Baker
VeraSage Institute
www.verasage.com
ron@verasage.com |
To not treat their team members like knowledge workers. They do this by making them account for every six minutes of their day with time sheets. This is nothing but the illusion of control, since no time sheet can capture the successful characteristics of a CPA. |
L. Gary Boomer
Boomer Consulting, Inc.
www.boomer.com
lgary@boomer.com |
Accounting firms fail to:
- Think and plan.
- Have a shared vision.
- Share plans with staff and clients.
- "Value" management.
- Understand that hours times dollars is no longer a measure of value--it is results that count.
- Communicate among partners and between the partner group and staff
|
Gale Crosley, CPA
Crosley+Company
www.crosleycompany.com
gcrosley@crosleycompany.com |
Do not adopt a more corporate-like governance model as they get larger. |
Angie Grissom
The Rainmaker Consulting Group
www.therainmakeracademy.com
angie@therainmakeracademy.com |
Firms do not take time to plan and end up operating in a reactive mode. A clear plan with partner buy-in will significantly increase the firm's effectiveness. |
Charles Hylan
The Growth Partnership
www.thegrowthpartnership.com
chylan@thegrowthpartnership.com |
Lack of communication within the partner group AND between the partner group and the rest of the firm. Our human nature is to fear the unknown, and in the absence of information we simply make stuff up. |
Rita Keller
Keller Advisors, LLC
www.ritakeller.com
rkeller@ritakeller.com |
Failure to initiate change. Failure to take quicker action. It has been easier to maintain status quo. I believe the economy will force firms to examine "status quo." |
Robert B. Martin Ph.D.
Martin & Associates
www.martincmc.com
bob@martincmc.com |
Failure to deal in a timely manner with partners who are disruptive or who just don't fit the firm's direction and business model. |
Dr. Jay N. Nisberg
Jay Nisberg and Associates
jaynisberg@snet.net |
- They do not fix their human capital mistakes soon enough.
- They fail to create realistic expectations with clients regarding services to be provided and fees to be charged.
|
William Pirolli
Bentley Consulting Group
www.bentleycg.com
bpirolli@bentleycg.com |
Accepting the "status quo," that is how we have always done it, state of mind. |
Marc Rosenberg, CPA
The Rosenberg Associates
www.rosenbergassoc.com
marc@rosenbergassoc.com |
Inadequate attention to management and leadership is easily the most serious failing. One could argue for lack of partner accountability, failure of partners to train and mentor staff, or absence of planning and goal setting, just to name a few. But it's management and leadership that identify these issues. |
Douglas H. Thompson Jr., CPA
CPAmerica International
www.cpamerica.org
dthompson@cpamerica.org |
CPA firms do not require individual partners to set two to three annual goals and really hold partners accountable for accomplishing them. |
Sandra Wiley
Boomer Consulting, Inc.
www.boomer.com
sandra.wiley@boomer.com |
Leaders expect managers to "step up and manage" but give them no guidance, and they signal managers to manage only after they have put in their billable time. This tells managers that success is a function of hours worked, not of value created. |
Jennifer Wilson
ConvergenceCoaching, LLC
www.convergencecoaching.com
jen@convergencecoaching.com |
- Not defining expectations of each partner and staff person in writing or updating these expectations regularly.
- Allowing poor performers to persist.
|
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