2016 next generation conference - track 2docs.cpamerica.org/pdf/events/nextgeneration/2016/... ·...

August 7-9 | Austin, TX

Effectively Transitioning from One Generation to Another | Strategies to Truly Engage and Retain Your People | Advanced Firm Metrics | Association Overview and Website Tutorial | Workshop - Moving from Historian to Trusted Advisor | Proactive Career Development: Making the Most of Your Opportunities | Who Wants to Sell? Helping your Career by Helping Clients | Learning How to Solve Problems Throughout Your Career | Key Takeaways from Conference

2016 Next Generation Conference - Track 2

Table of Contents

Session Title Facilitator(s) Page CPAmerica Events App 3

2016 Events and Meetings 4

CPE/Evaluation Instructions

6

Attendee Directory

7

Agenda

16

Effectively Transitioning Responsibility from One Generation to Another Jennifer Wilson, ConvergenceCoaching, LLC 20

Strategies to Truly Engage and Retain Your People Jennifer Wilson, ConvergenceCoaching, LLC 87

Advanced Firm Metrics Michael Platt, Inside Public Accounting 155

Association Overview and Website Tutorial Grace Horvath, CPAmerica International 194

Workshop – Moving from Historian to Trusted Advisor

Sam Allred, Upstream Academy 213

Making Social Media Work for Work Joe Rotella, Delphia Consulting 246

Proactive Career Development: Making the Most of Your Opportunities

Sam Allred, Upstream Academy 297

Who Wants to Sell? Helping your Career by Helping Clients Sam Allred, Upstream Academy 328

Learning How to Solve Problems Throughout Your Career Sam Allred, Upstream Academy 356

Key Takeaways from Conference 371

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Leading the Rideshaping the profession’s future and its people

2016 Events and Meetingswww.cpamerica.org

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www.cpamerica.org

New Orleans, LouisianaFocus: Marketing

May 3Marketing Roundtable

Hotel: The Roosevelt New Orleans

Austin, TexasFocus:

January 19A&A Level 1 Training

Hotel: Courtyard Marriott Austin Downtown

Minneapolis, MinnesotaFocus: Technology

June 21-24Technology Roundtable

Hotel: Marquette Hotel, WINDOWS on Minnesota

Colorado Springs, ColoradoFocus: Partner-Level Member Sharing

July 15Central Mountain Partners

Hotel: Garden of the Gods Club and Resort

Chicago, IllinoisFocus: Partner-Level Member Sharing

August 5Midwest Partners

Atlanta, GeorgiaFocus: Partner-Level Member Sharing

August 26Southeast Partners

Hotel: Mandarin Oriental Atlanta

Austin, TexasFocus: Senior/Manager Growth and Leadership

August 7-9Next Generation Conference

Hotel: Westin Austin Downtown

Minneapolis, MinnesotaFocus: Practice Growth and Management

Sept. 21-23Leading Partners Retreat

Hotel: Radisson Blu Minneapolis Downtown

Minneapolis, MinnesotaFocus: Firm Administration

Sept. 21-23Firm Administration Roundtable

Hotel: Radisson Blu Minneapolis Downtown

San Antonio, TexasFocus: Practice Growth and Management

October 26-28CPAConnect Roundtable

Hotel: Hotel Contessa

Savannah, GeorgiaFocus: Tax

November 7-9Tax Conference

Hotel: The Westin Savannah Harbor Golf Resort & Spa

Hotel: TBD

Atlanta, GeorgiaFocus: International Business

Nov. 30 - Dec. 1International Group Meeting

Leading the Rideshaping the profession’s future and its people

2016 Events and Meetings

Crystal Springs, New JerseyFocus: Partner-Level Member Sharing

June 10Northeast Partners

Hotel: Crystal Springs Resort

Minneapolis, MinnesotaFocus: Audit

June 21-24A&A Conference

Hotel: Marquette Hotel, WINDOWS on Minnesota

Hotel: Four Seasons Hotel Atlanta

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https://www.cpamerica.org/News-Events/Conferences-Webinars-Calls/Detail?eventID=324














http://www.cpamerica.org/

2016 Next Generation Conference - Track 2CPE/Evaluation Instructions

1. Go to: https://www.surveymonkey.com/r/NGEN16TR2

2. Complete CPE and Evaluation Forms for each session by COB on Tuesday, August 16.

3. After the CPE and Evaluation Forms are completed, we will email your CPE Certificate.

NOTES:

• Please be aware that after this date, the survey will be closed.

• If you are unable to complete the survey at one time, you can re-enter the survey using the link above as long as you use the same browser and device. All survey responses you previously entered will be saved as long as you go to the next page before exiting.

• For your convenience, we will send you a personalized link that you may use to re-enter the survey on any browser and device.

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2016 Next Generation Conference August 7-9 Austin, Texas Track 2

Track 2

= Panelist= Speaker

= Sponsor

Elizabeth Clarke AKT LLP Salem OR

(503) 585-7774 [email protected]

Ed Bottone Baum, Smith & Clemens, LLP Lansdale PA


Jen Landis Baum, Smith & Clemens, LLP Lansdale PA


Tad Schantz Baum, Smith & Clemens, LLP Lansdale PA


Jennifer Wilson Convergence Coaching Bellevue NE


Yuliya Siarchenia Cummings, Keegan & Co., P.L.L.P. St. Louis Park MN


Alan Deichler CPAmerica International Gainesville FL


Grace Horvath CPAmerica International Gainesville FL


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Track 2

= Panelist= Speaker

= Sponsor

Joyce Arthur CPAmerica International Gainesville FL


Lisa Browne CPAmerica International Gainesville FL

(352-727-4070 [email protected]

Joe Rotella Delphia Consulting Columbus OH


Jason King DMJ & Co., PLLC Sanford NC


Chris Nicolette DZH Phillips LLP San Francisco CA


Amy Allen DZH Phillips LLP San Francisco CA


Eric Hunter DZH Phillips LLP San Francisco CA


Brad Whitten Erickson Brown & Kloster, P.C. Colorado Springs CO


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Track 2

= Panelist= Speaker

= Sponsor

Kim Mead Erickson Brown & Kloster, P.C. Colorado Springs CO


Philip Erickson Erickson Brown & Kloster, P.C. Colorado Springs CO


Amy Sughroue Frankel Zacharia, LLC Omaha NE


Heather Bazen Frankel Zacharia, LLC Omaha NE


Trevor Williams Gelman, Rosenberg & Freedman CPAs Bethesda MD


Jennifer Arminger Gelman, Rosenberg & Freedman CPAs Bethesda MD


John Pace Gelman, Rosenberg & Freedman CPAs Bethesda MD


Aki Goto Gray, Gray & Gray, LLP Canton MA


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Track 2

= Panelist= Speaker

= Sponsor

Rich Frizzell Gray, Gray & Gray, LLP Canton MA

(781) 407-0300 [email protected],

Venice Touze Gray, Gray & Gray, LLP Canton MA


Brandon Dunn Hagen, Kurth, Perman & Co., P.S. Seattle WA


Danny Hartnell Hagen, Kurth, Perman & Co., P.S. Seattle WA


Lori Beine HBL CPAs, P.C. Tucson AZ


Catherine Palmisano Hughes, Snell & Co., P.A. Fort Myers FL


Michael Milisits Hunter Group CPA LLC Fair Lawn NJ


Michael Platt Inside Public Accounting Carmel IN


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Track 2

= Panelist= Speaker

= Sponsor

Chris Snyder Kentner Sellers LLP Vandalia OH


Alan Labbe Kushner LaGraize, L.L.C. Metairie LA


Michelle Treschwig Kushner LaGraize, L.L.C. Metairie LA


Jon Haderlie Larson & Company, PC Sandy UT


Jordan Toone Larson & Company, PC Sandy UT


Sara Maxwell Maxwell Locke & Ritter LLP Austin TX


Jenny Smith McGowen, Hurst, Clark & Smith, P.C. West Des Moines IA


Kristin Clayton McGowen, Hurst, Clark & Smith, P.C. West Des Moines IA


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Track 2

= Panelist= Speaker

= Sponsor

Mike DeKock McGowen, Hurst, Clark & Smith, P.C. West Des Moines IA


Nate Beck McGowen, Hurst, Clark & Smith, P.C. West Des Moines IA


Nicole Loux McGowen, Hurst, Clark & Smith, P.C. West Des Moines IA


Joshua Stevens Monroe Shine & Co., Inc. New Albany IN


Matt Wells Monroe Shine & Co., Inc. New Albany IN


Kevin McCafferty Mueller & Co., LLP Elgin IL


Kathleen Moran Pease & Associates, CPAs Cleveland OH


Sherri Blackwelder Pease & Associates, Inc. Cleveland OH


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Track 2

= Panelist= Speaker

= Sponsor

Joe Rokas Pease & Associates, LLC Cleveland OH


Beth Leahy Scalco Johnson Leahy & Dudek CPAs, PLLC Austin TX


Phillip Johnson Scalco Johnson Leahy & Dudek CPAs, PLLC Austin TX


Greg Galla Teal, Becker & Chiaramonte, CPAs, P.C. Albany NY


Mark Vena Teal, Becker & Chiaramonte, CPAs, P.C. Albany NY


Mike Cesternino Teal, Becker & Chiaramonte, CPAs, P.C. Albany NY


Ryan McEvoy Teal, Becker & Chiaramonte, CPAs, P.C. Albany NY


Vince Commisso Teal, Becker & Chiaramonte, CPAs, P.C. Albany NY


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Track 2

= Panelist= Speaker

= Sponsor

Danny Anderson Tri-Merit, LLC Arlington Heights IL


Ron Crabtree Tri-Merit, LLC Arlington Heights IL


Amber McGonis Tyler, Simms & St. Sauveur, CPAs PC Lebanon NH


Sam Allred Upstream Academy Helena MT


Jamie Husemann Wegner CPAs Baraboo WI


Dan Dekker Williams & Company, P.C. Spencer IA


Dan Semmler Williams & Company, P.C. Yankton SD


Danielle Ward Williams & Company, P.C. Yankton SD


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Track 2

= Panelist= Speaker

= Sponsor

Justin Jacobsma Williams & Company, P.C. Le Mars IA


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2016 Next Generation Conference Agenda The Westin Austin Downtown—Austin, TX

Key

Track 1 – First-Time Attendees = Track 2 – Second-Year Attendees = Tracks 1 & 2 Joint Session =

Sunday, August 7 Track 1 Track 2

6:30 – 9:00 p.m. Welcome Reception & Dinner Located in Paramount Ballroom

Monday, August 8 Track 1 – Continental III Track 2 – Continental I & II

7:15 – 8:00 a.m. Breakfast and Registration

Breakfast located in Paramount Ballroom Registration located in Foyer

8:00 – 8:10 a.m. President’s Welcome & Update

Alan Deichler, CPAmerica International

Located in Continental Ballroom

8:15 – 9:55 a.m.

If You’re Looking for a Great Ride, Get in the Driver’s Seat Most of us learned long ago that we’re in charge of our own life; unfortunately, we sometimes fail to apply that principle to our careers, as well as our personal lives. We are surprisingly willing to take whatever comes our way. Are you proactively managing your career or just reacting to circumstances? Can your career be called successful if you don’t enjoy it? Join Sam for this session as he discusses how to get your hands on the steering wheel of your career and in the process, increase not only your value to the firm, but also your enjoyment. 2 Personal Development CPEs (Basic)

Sam Allred, Upstream Academy

Effectively Transitioning Responsibility from One Generation to Another Organizations across the country are preparing for (or are already facilitating) the retirement of thousands of talented Baby Boomer CPAs. Many elements of succession need attention, but one of the most important areas to address is effective transition of responsibility. Transition affects far more than the retiree –because their transition creates a ripple effect that causes all others in the firm to shed responsibility to. Transition will be an ongoing process for you as you develop as a leader and move your responsibilities to others so you can take on new ones. 2 CPEs

Jennifer Wilson, ConvergenceCoaching, LLC

9:55 – 10:15 a.m. Break

Located in Foyer

10:15 – 11:55 a.m.

Making an Impact: Contributions to Your Firm’s Success Contributing to the health and long-term success of the firm isn’t just good for the firm, it’s vital for your career. To be considered for firm leadership (and then retain your spot as a key firm player), you need to continually make yourself more valuable to the firm. What are the key contributions that every firm leader should make? How will contributing to the firm’s success open doors to more opportunities? Join Sam to learn the practical

Strategies to Truly Engage and Retain Your People The labor market is tight and your best and brightest young team members are in high demand! Are you doing all that you can to motivate your talent in ways that are meaningful to them? Managers that provide motivational and engaging environments for their people experience more productivity and higher retention as a result. Understand the top professional motivators and signs of engagement and how you can directly affect motivation and engagement. Learn quick and

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http://docs.cpamerica.org/pdf/Alan_Bio.pdf


http://www.upstreamacademy.com/files/Bio%20Allred.pdf

http://www.upstreamacademy.com/

http://www.convergencecoaching.com/team-member/jennifer-wilson/

http://www.convergencecoaching.com/

steps to help you become so valuable to the firm that leadership follows naturally. 2 Business Management & Organization CPEs (Basic)


effective communication techniques to stay close to your top talent. Discuss methods for engaging and empowering your people to achieve the things most important to them – and your firm. 2 CPEs


11:55 a.m. – 1:00 p.m. Lunch

Located in Paramount Ballroom

1:00 – 2:40 p.m.

Creating Win/Win Client Relationships How many times have you heard it (or perhaps said it yourself): “Give me a call if I can help”? Welcome to the world of reactive client service. But how do you move beyond reactive compliance service? How do you foster the kind of client relationship that ensures you’ll be the one your clients think of when they need advice, when they need assistance with their business, or when someone they know needs a recommendation. During this session Sam will explore ways to make the client relationship deeper, more profitable, and more enjoyable (for both you and the client). 2 CPEs


Advanced Firm Metrics This hands-on session will move beyond concepts to practical application by delving into the specifics of key metrics, trends and analysis based on INSIDE Public Accounting’s award winning National Benchmarking Report. Through presentations, individual firm stories, and round table discussions, participants will gain an understanding of the state of the accounting profession today, and specifically what they can do in their firm to help improve the metrics that are critical. 2 Business Management & Organization CPEs (Advanced with knowledge of Firm Metrics)

Michael Platt, Inside Public Accounting

2:40 – 3:00 p.m. Break

Located in Foyer

3:00 – 3:30 p.m. Association Overview and Website Tutorial

Grace Horvath, CPAmerica International


3:30 – 5:10 p.m.

Workshop – Moving from Historian to Trusted Advisor We’ve talked about the benefits of building a better client relationship. Now let’s talk about how to get there. We’ll talk about how to develop expertise that is relevant and valuable to your clients, and how to proactively identify needs so you can consistently recommend innovative solutions

(sometimes even before the problem is fully apparent). Join the discussion about practical, proactive ways to switch from being your clients’ most trusted historian to

their most trusted advisor.

2 CPEs



Free evening to enjoy time with your new peers in Austin!

Tuesday, August 9 Track 1 – Continental III Track 2 – Continental I & II

7:15 – 8:00 a.m. Breakfast


8:00 – 9:40 a.m.

Making Social Media Work for Work

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http://www.convergencecoaching.com/team-member/jennifer-wilson/

http://www.convergencecoaching.com/



http://insidepublicaccounting.com/about/our-team/

http://insidepublicaccounting.com/




2 CPEs

Joe Rotella, Delphia Consulting


9:40 – 9:55 a.m. Break

Located in Foyer

9:55 – 11:35 a.m.

Firm Metrics that Matter For many in public accounting, understanding and improving upon the technical aspects of accounting has been, to date, the main focus of all collective educational and work experiences. Regardless of whether or not your goal is to become an owner in an accounting firm, or to be more successful in your chosen career, you need to understand the economics of the business of public accounting and how key metrics impact the success of firms. This session will not only highlight the metrics that current and future leaders keep a close eye on, but will also “connect the dots” to the behaviors needed to improve metrics in any firm. 2 Business Management & Organization CPEs (Basic)


Proactive Career Development: Making the Most of Your Opportunities Last year we talked about “getting your hands on the steering wheel of your career.” So how’s your driving? Have you implemented the principles we discussed to steer you toward your career goals? Have you found roadblocks along the way? During this session, we’ll share success stories and explore how to ensure you don’t speed by the opportunities that surround you. We’ll talk about applying the 10 principles from last year to help you develop a career that is energizing, challenging and enjoyable. 2 Personal Development CPEs (Intermediate)


11:35 a.m. – 12:05 p.m. Lunch


12:05 – 1:45 p.m.

Ask a Partner Take advantage of this no-holds-barred Q&A with a cross-section panel of seasoned partners who will share their experience on how they got where they are today. Partners will answer your questions and discuss what their challenges were coming up through the ranks, how they see these challenges evolving for today’s future leaders, and what things you can do to stay on a path to success in your firm. 2 Business Management & Organization CPEs (Overview)

Moderator: Grace Horvath, CPAmerica International Panelists: Amy Allen, DZH Phillips LLP; Phil Erickson, Erickson Brown & Kloster, P.C.; Trevor Williams, Gelman, Rosenberg & Freedman CPAs; Sara Maxwell, Maxwell Locke & Ritter LLP

Who Wants to Sell? Helping Your Career by Helping Clients For decades, our profession has equated business development with selling – creating discomfort for many and discouraging some of our best and brightest from advancing in their careers. It’s time for a new paradigm, one that emphasizes team effort and focuses on helping rather than selling. It seems like such a natural. Most people would rather help than sell, but how do you make it happen in your firm? Join us and we’ll brainstorm ways to help your career by helping your clients. 2 Business Management & Organization CPEs (Intermediate)


1:45 – 1:55 p.m. Break Located in Foyer

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http://www.delphiaconsulting.com/our-people/

http://www.delphiaconsulting.com/

http://insidepublicaccounting.com/about/our-team/

http://insidepublicaccounting.com/



http://dzhphillips.com/team/amy-allen/

http://dzhphillips.com/

http://www.ebkcpa.com/custom1.php

http://www.ebkcpa.com/

http://www.grfcpa.com/about/leadership-team/trevor-williams

http://www.grfcpa.com/

http://www.grfcpa.com/

http://www.mlrpc.com/users/sara-maxwell/resume

http://www.mlrpc.com/

http://www.mlrpc.com/



1:55 – 3:35 p.m.

Skills for Business Development The ability to bring new business into the firm is a central underlying responsibility that applies to all leaders in the firm. Understanding and utilizing the methods of business development such as the difference between the sales process and the decision process, pre-sales process activities like identifying your prospects, and a strong pipeline and how to effectively participate are core professional skills often disregarded or even avoided by professionals who mistakenly think top-notch technical skills are all they need to be successful. This session will walk you through the steps of effective business development, emphasizing skills and components as well as awareness of the process. 2 Business Management & Organization CPEs (Overview)

Alan Deichler, CPAmerica International

Learning How to Solve Problems Throughout Your Career Disagreements, misunderstandings, frustrated expectations and a host of other issues are normal in our busy professional (and personal) lives. Your ability to successfully handle problems (both large and small) has a massive impact on your success – driving your personal growth, impacting your bottom line, and affecting the amount of trust, respect, and connection you have with your colleagues. There’s no “easy button” for life’s problems, but there are timeless principles and proven processes that can be applied to produce positive results. Don’t miss this thought-provoking discussion session. 2 Business Management & Organization CPEs (Intermediate)


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http://docs.cpamerica.org/pdf/Alan_Bio.pdf




Effectively Transitioning Responsibility from One

Generation to Another



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Jennifer Wilson is a co-founder and partner of ConvergenceCoaching, LLC, a

national leadership and marketing consulting firm dedicated to helping

leaders achieve success by helping them develop and implement

leadership, succession, marketing, and training and development plans.

Jennifer’s ultimate goal is to make a transformational difference in the lives

of her clients and in their businesses.

Named as one of Accounting Today’s 100 Most Influential People in

Accounting, INSIDE Public Accounting’s Top 10 Most Recommended

Consultants, and CPA Practice Advisor’s Top 25 Thought Leaders and

Most Powerful Women in Accounting, Jennifer has worked in both the

public accounting and IT development sectors before cofounding

ConvergenceCoaching, LLC. As a partner for the top ten accounting firm,

BDO USA, Jennifer ran the National Financial Solutions Group practice with

nearly 100 consultants providing financial systems selection, implementation,

and support services to clients.

Jennifer is a member of the Association for Accounting Administration (AAA),

Association for Accounting Marketing (AAM), American Marketing Association,

American Institute of CPAs (AICPA), Society for Human Resource Management

(SHRM), and International Coach Federation. Jennifer is an active volunteer in the

profession and serves as Chair of the Education Committee for AAM, as a member of the

Bill.com Advisory Board, and on the CPA Leadership Panel for the CPA Leadership Institute.

Jennifer is a member of the New Horizon Group, CPA Consultants’ Alliance, and Accountants’ Global

Advisory Panel, all forums for leading consultants to the accounting profession. She is a regular guest columnist

and blogger for Accounting Today, Accounting Tomorrow, and AICPA CPA Insider with many recently published

articles on leadership, partner programs, people management, and business development. She is a nationally

recognized speaker, teacher, and facilitator delivering leadership and marketing programs to accounting and

technology associations, state societies, and firms. In her free time, Jennifer enjoys spending time with her husband

and three girls, gardening, practicing yoga, running, and is also active in her church.

©Copyright ConvergenceCoaching, LLC 2000-2013. All rights reserved.

w w w. c o n v e rg e n c e c o a c h i n g . c o m

[email protected]

voice 402.933.2900

fax 402.939.0027

107 Forest Drive

Bellevue, Nebraska 68005

convergencecoaching.com/blog

facebook.com/convergencecoaching

linkedin.com/in/jenniferwilsonprofile

twitter.com/jenleewilson

Jennifer Wilson

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www.convergencecoaching.com/blog

www.facebook.com/convergencecoaching

www.linkedin.com/in/jenniferwilsonprofile

www.twitter.com/jenleewilson

www.convergencecoaching.com

www.convergencecoaching.com©Copyright 2000-2016

ConvergenceCoaching, LLC All rights reserved.

Effectively Transitioning Responsibility From

One Generation To Another

Facilitated by:

Jennifer Wilson

August 8, 2016

@JenLeeWilson #CCLLC

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ConvergenceCoaching, LLC All rights reserved. @JenLeeWilson #CCLLC

Let’s Interact

• What transition challenges are you experiencing?

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Our Objective

• Ensure a smooth transition of responsibility in your firm by exploring:

– When should we start transitioning?

– What mindset is needed to either let go or step up?

– How should we approach transition?

– How do we choose the people to transition to?

– When and how do we tell staff, clients and/or other external stakeholders?

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The Best Time To Start Transitioning Is Now!

• Great leaders of ALL ages ensure they have a successor for all of their responsibilities

• Ensure at least one other team member:

– has a relationship with each of your (internal or external) clients and/or stakeholders

– is learning about the clients’ and stakeholders’ personal and professional needs

– is available to answer their questions

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Letting Go Gracefully

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"You must overcome the tendency to ‘hang on’ too long by facing the reality that the ultimate expression of your success is in

leaving a legacy that lives beyond you. That is why there is no success without

succession.." Jack Lee, Partner

Convergence Coaching

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Letting Go Is Hard!

• Retirees and/or transitioners face the “death” of their career (or position) and pass through the five stages of grief:– Denial -- where many get stuck and never progress

– Anger – where they resent having to transition

– Bargaining – where they want to negotiate ways to put off transition

– Depression or sadness

– And, finally, acceptance

• There is no “space” in most professional entities to process these feelings, so they hide under the surface

• Retirement itself brings with it many fears

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Retirement Fears

• What do you think YOU would fear as you considered retirement?

• What can we do to help those transitioning in light of these fears?

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Aiding The Retirement Mindset

• Declare projected retirement dates for all key leaders/owners annually – get it “out of the closet”!

• Ensure that buy/sell and compensation arrangements don’t incent holding on – so many do!– Negotiate buyouts and modify compensation within 2-3 years to

incent transition

• Encourage all firm employees to develop a life and identity AWAY from work

• Establish a practice of planning for an exciting new possibility for your life after work

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Adopting A Bigger Role

• Fear of losing control often causes leaders to hang on

– Emerging and mature leaders must work together to define a common vision, client service and quality expectations, and agreed upon metrics and measurements of success to then determine how best to achieve them

• Ask questions!

– Learn as much as you can about your department’s and firm’s processes and best practices related to building and deepening client relationships, client service, developing people, marketing etc.

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Adopting A Bigger Role

• Ask for ownership!

– Talk to your mature leaders about your desire to take on additional client or firm responsibilities that you feel qualified for and ask for their input

– Break down client relationships into smaller pieces to identify certain aspects of client relationships and/or engagements to take on as a first step to transition these relationships

– But first, understand what true ownership means

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Ownership

• As an owner, you:

– Do the thinking for the things that you own

– Plan for the future of the things that you own

– Enroll the ownership of others

– Communicate about the things that you own

– Take responsibility for the areas you own when they are off track

• When you own something, you are the person who has to take care of it, fix it when it breaks, and keep it thriving

– You know that the opportunities and problems are squarely yours to deal with and you are totally committed to do so

• Emerging Leaders should begin to develop new client relationships through networking or business development so you can “own” the relationship from the onset

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Facilitating Leadership Transitions

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Question…

• What advice can you give others in the process of facilitating transition?

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Leadership Transitions

• When a key leader or owner is leaving, it is important to

identify all that they own (areas of the operation, service

lines, people who report to them, and clients – internal and

external)

• Each of their areas of ownership must be examined for a

possible successor

– Usually, more than one person succeeds, or takes over,

“pieces” of the departing person’s role

– You cannot choose a successor without first defining the

role they would take on, which might look like this…

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Audit or Tax Partner Ownership Areas

Mentees Clients they own Department functions they

steer

Administrative functions they may undertake

Referral sources they manage

Industries they specialize in

Committees and or boards they

serve on

Networking organizations

they work

Engagements they manage

Specialized service skills they possess

Training they may conduct

Other

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Firm-Wide Roles

Leadership Strategic Planning Staff Recruiting Staff Retention

Financial Planning Billing and Bookkeeping

Marketing Sales

Service Delivery and Scheduling

Risk Management Client Satisfaction Internal IT

Office Admin. Director of Fun Training & Development

Service Line –Audit

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Firm-Wide Roles

Service Line –Audit

Service Line - Service Line - Service Line -

IT Consulting CRM Selection Paperless Project X Initiative

X Initiative X Initiative X Initiative

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How To Approach Transition

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Review Relationships To Transition

• Make a list of all relationships and engagements to be transitioned

• Sort the list in descending revenue or size of work order

• Look to see if Pareto’s Rule applies, where 80% of your revenue comes from 20% of the clients/projects

• Plan to spend 80% of your energy ensuring the transition of the top 20% of the clients/projects

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Sample Client Transition Grid

Client Company

Name

Client Contact

Revenue YTD

(in

descending

order)

Priority for

Transition (A,

B or C)

New Client Owner

Others Involved In

Account

Date Told of Transition

Plans

Date Transition Completed

Status or Comments

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Consider A Similar Process For Prospects And Referral Sources

• Don’t forget to track the transition of networking and community activities as well

Prospect Name Priority for

Transition (A, B

or C)

New Prospect Owner

Others Involved with

Prospect

Date Told of Transition Plans


Status or Comments

Referral Source / Alliances / Networking

Groups / Other Key

Relationships

Priority for

Transition (A, B

or C)

New Referral Source Owner

Others Currently Involved

Date Told of Transition Plans


Status or Comments

• Don’t forget to track the transition of networking and community activities as well

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Ranking The Clients

• A clients – the most valuable, important client relationships

• B clients – the pretty great clients

• C clients – clients that are OK but have some issues

• D clients – clients who are hard to serve due to culture, risk, payment issues, or their inability to value your organization’s services

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Plan The Transition

• Transitioners and successors should meet individually to discuss the communication and service strategy for each client/engagement/project

• Exchange knowledge and review client/project files and other elements together

• The successor must do their own independent research

• The successor should provide input on how the transition should be handled

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Be A Shadow

• Ask to attend meetings and calls with the client/stakeholder you’re taking over (and have your successors attend yours)

• At first, you will be a shadow by listening, learning and asking questions afterward

• Later, ask to take responsibility for the new relationship’s success

• Go to the transitioner with thoughts, ideas, and plans to get feedback and keep them in the loop

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Step Out OfThe Shadows

• As you take on ownership, the person transitioning must become the shadow

• When the client or stakeholder emails or calls, the person transitioning should forward it to the new owner to handle

• The person transitioning can follow up with the client/stakeholder afterward to check in

• In meetings, the person transitioning should defer all questions asked to the successor and stay in the background

• Then, the transitioner can debrief with the new owner afterwards and allow him or her to follow up with if necessary

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"Some people believe holding on and hanging in there are signs of great strength.

However, there are times when it takes much more strength to know when to let go

and then do it." Ann Landers

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Identifying The Right Successor

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How does your firm choose successors today?

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Identify A Successor Who Is The Best Fit

• Rarely are all responsibilities taken over by one owner

• Plan for multiple people to take over the person transitioning’s responsibilities

• Work to identify the best cultural and technical fit for each

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Choosing A Successor

• In most organizations, there are multiple possible

successors for the MP position, department head

positions or managers ascending to leadership

• To choose the right successor, you need a definition of

what you’re looking for (as just discussed) and you

need a clear picture of the strengths and weaknesses

of each potential candidate in the eyes of many where

possible

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Filling “BIG” Positions

• Ideally, you’ll involve others in identifying what types of skills,

abilities, experience, behaviors and “attitudes” are most

desired in the successor

• For big roles Managing Partner or Department Head, consider

producing an online or paper survey to ask key people for

input into this process

• This will help you “measure” your options against the needs

for a more strategic, less emotional selection

– It will also help develop the “case” by which to sell others on the

choice that has been made

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Identifying Your Leaders’Core Competencies

• You want to ask about skills and abilities, but also “intangible” behaviors and attitudes

• Your chosen leader has to be someone people have faith in to lead in the absence of the one that is there now

– They do not have to be a clone or direct replacement, but should be considered by most an improvement over the incumbent in at least a few areas

– Be sure to consider both technical skills and people and “soft” skills – it’s imperative you have someone who is adept at relationship building and comfortable leading a room

• Consider specialty skills, too, such as QC in audit, estate in tax, and business development for both

• You may not have a one-to-one replacement, which may change your processes

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Organizational Development Is Key

• To manage an impending succession and to get ahead of all future

succession plans:

– Identify ownership for all areas of your organization

– Define written role descriptions and outline the duties

and responsibilities of all current leaders and staff

• Start with those leaving in the next 3 years

– Identify each person’s aspirations and motivators

– Define the duties and responsibilities that will need to be transitioned, in

what priority, over what period, and to whom

• Ensure that people leaving are covered and those you want to stay are growing

– Identify possible successors early on and create career development plans

that address all areas of growth needed

• Technical, soft skills, business process and business management

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Contemplate The Ripple Effect

• Successors will have to delegate their own workload to create capacity

• Develop a transition grid for each of the successors

• Help them identify which responsibilities to transition and to whom

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Consider The Big Picture

• Look at who else is retiring or transitioning and when

• Make sure today’s transitioned responsibilities aren’t being taken on by staff who are needed for tomorrow’s transitions

• Try to think ahead so you aren’t faced with multiple transitions in a short period

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Think Carefully About C And D Clients

• Don’t saddle your best and brightest with your lowest ranking clients (or worst projects)

• Client transition is a perfect time to say goodbye to D clients

• If your organization has capacity issues or clients don’t fit the ideal profile, C clients may warrant a transition out

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Client Termination Letter Language

…We have now reached a point that requires us to examine our product/service mix to ensure the quality of life we offer to each of our team members. We have made the decision to focus our efforts on corporate tax, audit and accounting work and to begin referring some of our personal tax work to INSERT REFERRAL SOURCE HERE…

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The Best Time To Tell Others

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Question…

• When and how does your firm talk about transition?

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After You Tell Your Team

• Before telling others, have an agreed upon internal position statement

• At two years from retirement, you might start communicating the planned transition date – at least to some stakeholders

• Assure stakeholders that the transitioner will continue with existing responsibilities

• Let stakeholders know that the transitioner will keep them informed as your plans develop

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Consider The Timing

• Use your transition grid to determine which responsibilities and/or clients will transition first, rather than doing it all at once

– Consider this being done in “waves”

• Map out when each group will transition

• Use peak periods to introduce new contacts

• Slower time periods are great for successors to show interest and deepen relationships with newly owned clients and/or project leads

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Be Transparent

• As a general rule, when someone is 1.5 to 2 years from retirement, be honest with stakeholders about the plans

• Stakeholders notice when we are nearing retirement age

• Staying silent encourages them to make up their own stories

• They might look for another CPA since they haven’t heard from you

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Group Communications

• You may choose to tell certain stakeholders (like A and B clients or biggest users of your service) in person while you tell others by letter or email

• Be sure public announcements of retirement don’t come as a surprise to any stakeholders

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Next Steps

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"The final test of a leader is that he leaves behind him in other men the conviction and the will to go on."

Walter Lippman

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Make Yourself A Promise

• Identify ONE behavior, change, or action that you will commit to go back to your office and apply

– Tell someone on your team the one idea you committed to who can help hold you accountable

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Thank You!

• Contact me at any time and connect with me:

Jennifer Wilson(402) 933-2900

[email protected]://www.linkedin.com/in/jenniferwilsonprofile

http://twitter.com/JenLeeWilson

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Resources

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ConvergenceCoaching Resources

• ConvergenceCoaching’s web site includes information at:– www.convergencecoaching.com

• Read our Coaching Concepts newsletter: – http://www.convergencecoaching.com/coachingconcepts/

• Visit our blog for posts on these topics: – www.convergencecoaching.com/blog

• Visit our learning center for access to additional courses and our Leadership and Communication, HR, Marketing and Sales Toolsets:– http://www.convergencelearning.com

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• Visit us on Facebook: – http://www.facebook.com/convergencecoaching

• Visit us on LinkedIn:– https://www.linkedin.com/company/convergencecoaching-llc

• Visit us on Google+: – https://plus.google.com/+Convergencecoaching

• Visit us on Instagram: – https://www.instagram.com/convergencecoaching/

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Transformational Leadership Program

• The TLP Session One runs from June 1 to May 31 and Session Two runs from September 16 to September 15 each year

• Each Session’s class size is limited to 25 participants. Over the twelve-month period, participants experience:

– In-depth self-assessments

– Two in-person workshops

– Online, self-study and instructor-led web seminars

– Tailored one-on-one coaching sessions for them and their in-firm coach

– A difference making firm project of their choice

• The fee for your managers and newer partners to honestly identify their strengths and develop strategies and skills to drive performance improvements as they prepare to take on meaningful roles in leading and managing your firm is $5,250

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Succession Resources

• “Answering the Four Most Common Client Transition Questions” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2014/CPA/SEP/clienttransitionquestions.jsp

• 2012 PCPS Succession Planning Multi-Partner Survey– Multi owner:

http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/StrategyPlanning/center/DownloadableDocuments/SuccessionSurveyMultiComm.pdf

– Single owner: http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/StrategyPlanning/center/DownloadableDocuments/SuccessionSurveySoloComm.pdf

• AICPA PCPS Succession Planning Resource Center– http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/Strategy

Planning/center/Pages/default.aspx

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• “Add a New Owner to Your Firm” by Stephen Weinstein– http://www.questia.com/googleScholar.qst?docId=5001986432

• “An Empirical Study of Single-Tier versus Two-Tier Partnerships in the Am Law” by William D. Henderson at

– http://papers.ssrn.com/sol3/papers.cfm?abstract_id=871094

• “CPA Partner Buyouts: Two Main Methods” by Marc Rosenberg– http://blog.rosenbergassoc.com/2012/04/cpa-partner-buyouts-two-main-

methods/

• “Dispelling 4 Fears CPAs Have About Retirement” by Jennifer Wilson– http://www.journalofaccountancy.com/newsletters/2016/jan/steps-to-embrace-

exciting-retirement.html?utm_campaign=insider&utm_source=cpa

• “Do You Know Have What It Takes To Become A Partner?” by Jennifer Wilson – http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Arti

cles_2012/CPA/Jul/BecomePartner.jsp

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• “Does Your Firm Have a Vision for Its Future?” by Jennifer Wilson– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/A

rticles_2012/CPA/Jan/VisionForFuture.jsp

• “Featured Articles on Partnership” by multiple authors and the Managing Partner Forum

– http://www.managingpartnerforum.org/tasks/sites/mpf/assets/image/MPF%20-%20Featured%20Articles%20-%20Guidelines%20for%20Equity%20Partners%20-%203-13-133-5-13.pdf

• “Have a Fallback Plan” by Rick Telberg– http://www.journalofaccountancy.com/Issues/2003/Sep/HaveAFallbackPlan.ht

m

• “Heading off into the Sunset? Avoid these 5 Retirement Pitfalls” by Jennifer Wilson

– http://www.journalofaccountancy.com/newsletters/2015/dec/avoid-these-5-retirement-pitfalls.html?utm_campaign=insider&utm_source=cpa

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• “How to Price an Owner’s Interest in a CPA Firm” by Joel Sinkin and Terrence Putney

– http://www.journalofaccountancy.com/issues/2014/dec/how-to-price-owner-interest-in-CPA-firm.html

• “How to Retire Happily: Preventing the Typical Emotional Hurdles Before they Appear”

– http://community.sedona.com/letting-go-articles/481-how-retire-happily-preventing-typical-emotional-hurdles-before-they-appear.html

• “If You Want to Leave a Positive Legacy, Get Started Now” by Jack Lee– http://www.convergencecoaching.com/if-you-want-to-leave-a-positive-legacy-

get-started-now/

• “Let Go Gracefully” by Jennifer Wilson– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/A

rticles_2012/CPA/Sep/GoGracefully.jsp

• “Nine Complaints To Let Go Of” by Jennifer Wilson– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_20

14/CPA/JUN/Nine_complaints.jsp

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• “Nine Complaints Young CPAs Need to Let Go Of” by Jennifer Wilson – http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_20

14/CPA/AUG/9complaintsneedletgo.jsp

• “Overcoming the Fear of Retirement” video by AICPA– http://bcove.me/mbbjk0br

• “Planning And Paying For Partner Retirements” by Joel Sinkin and Terrence Putney

– http://www.journalofaccountancy.com/Issues/2012/Apr/20114578.htm

• “Practice Continuation Agreements: A Practice Survival Kit” by John A. Eads– http://www.cpa2biz.com/AST/Main/CPA2BIZ_Primary/PracticeManagement/P

RDOVR~PC-090211PDF/PC-090211PDF.jsp

• “Pricing Issues for Midsize and Large Firm Sales” by Joel Sinkin and Terrence Putney

– http://www.journalofaccountancy.com/Issues/2014/Nov/CPA-firm-pricing.htm

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• “The Pros And Cons Of Non-equity Partnerships” by Jennifer Wilson – http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/A

rticles_2013/CPA/Jan/NonEquity.jsp

• “Reluctant Leadership” by Tamera Loerzel

– http://www.convergencecoaching.com/reluctant-leadership/

• “Retirement: Making a Successful Transition,”– http://www.apapracticecentral.org/ce/self-care/retirement.aspx

• “The Retirement Syndrome: The Psychology of Letting Go” by Manfred F. R. Kets de Vries

– http://knowledge.insead.edu/abstract.cfm?ct=12395

• “Securing the Future: Building a Succession Plan for Your Firm” by Bill Reeb– http://www.cpa2biz.com/AST/Main/CPA2BIZ_Primary/PracticeManagement/Pr

acticeAdministration/PRDOVR~PC-090486/PC-090486.jsp

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• “Seven Stewardship Strategies for Ensuring Firm Sustainability”– http://www.convergencecoaching.com/pdf/issue_34_-

_sustainability_succession.pdf

• “Succession Challenges for U.S. CPA Firms to Tackle” by Jim Knafo– http://www.journalofaccountancy.com/issues/2014/nov/gaa-succession-

challenges.html

• “Succession Planning and CPAs’ Golden Opportunity– http://www.journalofaccountancy.com/issues/2015/oct/succession-planning-

cpa.html

• “Succession Planning Dos and Don’ts” by Anita Dennis– http://www.journalofaccountancy.com/Issues/2005/Feb/SuccessionPlanningDo

sAndDonts.htm

• “Succession Planning Is All about Transitioning” by Tamera Loerzel– http://www.convergencecoaching.com/pdf/issue_34_-

_sustainability_succession.pdf

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• “Succession planning on the rise, but about half of CPA firms haven’t implemented a plan” by Neil Amato

– http://journalofaccountancy.com/News/20126519.htm

• “Ten Steps To Make Succession A Strategic Process,” Coaching Concepts, Issue 26, Spring 2011

– http://www.convergencecoaching.com/pdf/issue_26_-_succession_as_a_strategic_process.pdf

• “There Is No Success Without Succession,” by Jack Lee– http://www.convergencecoaching.com/there-is-no-success-without-

succession/

• “These Steps Can Help You Embrace an Exciting Retirement” by Jennifer Wilson

– http://www.journalofaccountancy.com/newsletters/2016/jan/steps-to-embrace-exciting-retirement.html

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• “Thinking About Retirement? Time to Think About Your Psychological Portfolio”

– http://www.apa.org/research/action/retire.aspx

• “Transition Is All Around Us” by Brianna Marth– http://www.convergencecoaching.com/transition-is-all-around-us/

• “What Grade Would Your Clients Earn?” by Brianna Marth– http://www.convergencecoaching.com/what-grade-would-your-clients-earn/

• “What’s Your Firm’s Path to Partner?” by Jennifer Wilson – http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/

Articles_2012/CPA/Nov/PathPartner.jsp

• “You Need Capable Successors for a Seamless Transition” Coaching Concepts, Issue 26, Spring 2011

– http://www.convergencecoaching.com/pdf/issue_26_-_succession_as_a_strategic_process.pdf

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Change Resources

• “Accounting Services: Harness The Power of the Cloud” white paper by Geoffrey Moore

– http://www.cpa.com/whitepapers/accounting-services-harness-power-cloud

• “Are You Managing Change” by Tamera Loerzel

– http://www.convergencecoaching.com/are-you-managing-change/

• “Change: Getting Restarted” by Jack Lee

– http://www.convergencecoaching.com/change-getting-restarted/

• “Change: Getting Unstuck” by Jack Lee

– http://www.convergencecoaching.com/change-getting-unstuck-2/

• “Change: Keep on Keeping On” by Jack Lee

– http://www.convergencecoaching.com/keep-on-keeping-on/

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Change Resources

• “Choose or Change!” by Jennifer Wilson

– http://www.convergencecoaching.com/choose-or-change/

• “Communicate to Drive Change” by Jennifer Wilson

– http://www.convergencecoaching.com/communicate-to-drive-change/

• Crossing the Chasm by Geoffrey Moore

• Diffusion of Innovation by Everett Rogers

• “Drive Change in Both Mechanics and Behavior” by Jennifer Wilson

– http://www.convergencecoaching.com/drive-change-in-both-mechanics-and-behavior/

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Change Resources

• “Failure is Not Fatal” by Tamera Loerzel – http://www.convergencecoaching.com/failure-is-not-fatal/

• “Manage Change Strategically and Drive More Willing Adoption,” Coaching Concepts, Issue 35, Winter 2015

– http://www.convergencecoaching.com/coachingconcepts/leadership-lessons/

• “Managing Change Successfully” by Jennifer Wilson – http://www.journalofaccountancy.com/issues/2014/apr/change-

management-20139196.html

• “Nine Complaints To Let Go Of” by Jennifer Wilson– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2

014/CPA/JUN/Nine_complaints.jsp

• “Nine Complaints Young CPAs Need to Let Go Of” by Jennifer Wilson – http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2

014/CPA/AUG/9complaintsneedletgo.jsp

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Change Resources

• “Plan Your Change Communications and Drive Adoption,” Coaching Concepts, Issue 35, Winter 2015

– http://www.convergencecoaching.com/coachingconcepts/practice-perspectives/

• “Who Are You Going To Be In the Face of Change?” by Tim Weir– http://www.convergencecoaching.com/who-are-you-going-to-be-in-the-face-

of-change/

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Strategies to Truly Engage and Retain Your

People



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Jennifer Wilson is a co-founder and partner of ConvergenceCoaching, LLC, a

national leadership and marketing consulting firm dedicated to helping

leaders achieve success by helping them develop and implement

leadership, succession, marketing, and training and development plans.

Jennifer’s ultimate goal is to make a transformational difference in the lives

of her clients and in their businesses.

Named as one of Accounting Today’s 100 Most Influential People in

Accounting, INSIDE Public Accounting’s Top 10 Most Recommended

Consultants, and CPA Practice Advisor’s Top 25 Thought Leaders and

Most Powerful Women in Accounting, Jennifer has worked in both the

public accounting and IT development sectors before cofounding

ConvergenceCoaching, LLC. As a partner for the top ten accounting firm,

BDO USA, Jennifer ran the National Financial Solutions Group practice with

nearly 100 consultants providing financial systems selection, implementation,

and support services to clients.

Jennifer is a member of the Association for Accounting Administration (AAA),

Association for Accounting Marketing (AAM), American Marketing Association,

American Institute of CPAs (AICPA), Society for Human Resource Management

(SHRM), and International Coach Federation. Jennifer is an active volunteer in the

profession and serves as Chair of the Education Committee for AAM, as a member of the

Bill.com Advisory Board, and on the CPA Leadership Panel for the CPA Leadership Institute.

Jennifer is a member of the New Horizon Group, CPA Consultants’ Alliance, and Accountants’ Global

Advisory Panel, all forums for leading consultants to the accounting profession. She is a regular guest columnist

and blogger for Accounting Today, Accounting Tomorrow, and AICPA CPA Insider with many recently published

articles on leadership, partner programs, people management, and business development. She is a nationally

recognized speaker, teacher, and facilitator delivering leadership and marketing programs to accounting and

technology associations, state societies, and firms. In her free time, Jennifer enjoys spending time with her husband

and three girls, gardening, practicing yoga, running, and is also active in her church.

©Copyright ConvergenceCoaching, LLC 2000-2013. All rights reserved.

w w w. c o n v e rg e n c e c o a c h i n g . c o m

[email protected]

voice 402.933.2900

fax 402.939.0027

107 Forest Drive

Bellevue, Nebraska 68005

convergencecoaching.com/blog

facebook.com/convergencecoaching

linkedin.com/in/jenniferwilsonprofile

twitter.com/jenleewilson

Jennifer Wilson

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www.convergencecoaching.com/blog

www.facebook.com/convergencecoaching

www.linkedin.com/in/jenniferwilsonprofile

www.twitter.com/jenleewilson

www.convergencecoaching.com


ConvergenceCoaching, LLC All rights reserved.

Strategies To Truly Engage And Retain Your People

Facilitated by:

Jennifer Wilson

August 8, 2016

@JenLeeWilson #CCLLC

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“To win in the marketplace you must first win in the workplace.”

Doug ConantFormer President and CEO,

Campbell’s Soup

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ConvergenceCoaching, LLC All rights reserved. @JenLeeWilson #CCLLC@JenLeeWilson #CCLLC

Our Agenda

• Understand the top professional motivators and signs of engagement and how you can directly affect motivation and engagement

• Learn quick and effective communication techniques to stay close to your top talent

• Discuss methods for engaging and empowering your people to achieve the things most important to them –and your firm

• Choose one commitment for change you’ll make out of this session

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Let’s Interact

• What are your top people questions or challenges today related to team member motivation, engagement and retention?

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Moving Market

• The way it used to be—in almost every area of employee management—is no longer how it is

• The impending retirement of the Baby Boomers and the subsequent shortage of experienced employees have led to an employees’ market– And, the interests and motivators of young professionals seem to

differ from those of their firms’ leaders

• Both mature and emerging leaders must give up their complaints and start generating solutions to grow market share and gain competitive advantage

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Some Questions…

• What are the costs of turnover?

• What is employee engagement?

• Why do you think it’s important?

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Employee Engagement

Source: Five Ways to Improve Employee Engagement Nowby Robyn Reilly

30%

50%

20%

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Five Signs Of Active Engagement

• Being present

– Showing up, participating in events

• Constructive contributions and being heard

– Contributing positively in meetings, responding to emails, completing surveys, participating actively

• Caring about your firm/your team and its success

– Making suggestions that benefit the firm and/or their team

– Looking for ways to make the firm/team better

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Five Signs Of Active Engagement

• Meeting (or exceeding) performance expectations

– Meeting their goals and objectives

– Fulfilling their duties and responsibilities

– Growing/developing as expected

• Creating satisfied clients

– Delivering quality services

– Creating positive relationships and experiences

– Garnering ongoing engagements

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A BIG element of your job is to ensure that YOU have a MUCH

HIGHER percentage of ENGAGED employees at your firm!

And, the first place to

look is in the mirror!

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If you aren’t lit up and inspired by your firm, it’s vision, clients and

people…how can you expect your people to be?

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Look At Yourself (First)

• Do as I say, and as I do…

• Evaluate your own level of engagement – people are attracted to passionate, engaged managers and leaders

• If your mojo is waning, identify what’s missing and communicate with your leaders to generate solutions

• Pay attention to the impact you have on others around you –avoid complaining, sarcasm, cynicism or hopelessness

• Then, you can help those you manage elevate their level of engagement

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Strategies To Drive Employee Engagement

• Turn to a neighbor and discuss one or two strategies that you believe drive employee engagement

• Be prepared to share!

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The Get Better Culture

• Leaders and managers are imperfect and can always get better – every day until they retire

• Leaders and managers need feedback to get better – no one is above feedback and input

• All firm processes, programs, services and other mechanical elements can always improve – there are no sacred cows

• Every person should be striving to get better and to improve the firm so it can get better, too

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Invest Time To Know Them

• People need to feel:

– Important (valued and cared for)

– Informed

– Interested

• Take the time regularly to meet with, talk to, and/or communicate with the people you manage

• Watch for the temptation to play favorites

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We Believe That…

• In their work, all people value:– Personal development and mentoring

– Compensation and benefits (at or above market)

– Leading edge technology and efficient processes

– Transparent and frequent communication

– Making a difference

– Growth and responsibility

– Acknowledgment and feedback

– Camaraderie and fun

– Flexibility and time off

• How do you rank these yourself?

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Our Motivation Principles

• Motivation is one size fits one

– Acknowledge that all people in your firm don’t value things the same way

• It’s your job to understand your own value ranking of these motivators and then find out how each person you coach values them

‒ Ask them!

• Then, as much as you can, structure expectations and rewards to meet their individual values systems

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Make The Work Meaningful

• Think about when you were new to the profession and what you would’ve liked to know about the work you’re doing

• Share with your people (and regularly reinforce) the firm’s mission, vision and values

• Give the work context, meaning, purpose– Whose lives are better as a result of this work?

– How are they better?

– What difference does this specific work make and for whom?

– How does this work fit into the bigger picture or inter-relate with other work?

Mission

Vision

Strategies

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Make Them Better

• Identify areas they’re interested in learning about and invest in those areas

• Spend time mentoring and have them shadow higher level work

• Give them honest, caring feedback on ways they can improve

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Convey Ownership To Them

• We discussed ownership in our first session - people treat things they own better than the things they “rent”

• Remember to convey ownership of something to everyone

• Push ownership of higher level tasks down sooner than you might be ready to

• Give your people more ownership, more authority, more autonomy and watch engagement flourish!

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Feed Their Passion

• Find out what your people are most passionate about:– What do they really like to do and what is harder or less

interesting for them?

– Where do they see themselves in one year and three years? What do they picture when they think about their career?

– How fast do they want to progress?

– What kind of effort are they willing and able to invest to achieve their long-term goals?

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Feed Their Passion

• Using what you learn, identify ways to feed their passion and where possible, allow them to pursue the things they most like

• Look for ways to reduce the amount of work they truly do not enjoy

– When that’s unavoidable, communicate honestly and set a time frame to reconvene and plan change

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Help Them Get Involved

• If your people desire to get more involved in the firm or in the community, help them brainstorm ideas for where they can participate:

– Committees in your firm (i.e. IT, Social/Firm fun, Employee Advisory Board)

– Young professional groups in your market

– Industry groups where they can build networking skills and make contacts

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Identify Your Stars

• Identify and engage your rising stars – the “special sheep”– Or someone else will

– It will help you prioritize your time and investment in people – use Pareto’s 80/20 rule

• Sometimes we make the mistake of thinking our rising stars are doing well so we leave them alone– The opposite is required

– To engage and retain your rising stars, you

you need to get to know them and build

a relationship with them

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Engaging Your Rising Stars

• What do you to engage your rising stars and find new opportunities for them?

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Assign A Career Advisor

• Each rising star (special sheep) should have a career advisor (the “shepherd”) assigned to them

– This person must be willing to take ownership to meet with them, learn about their career goals and timing, and help them develop a plan to fulfill on their growth objectives

– The career advisor needs to commit to make the time needed to nurture their charge

– And, not all partners are well suited to people

development

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Learn About Your Rising Stars

• Understand their key motivators related to work

• Ask your rising stars to rank the Nine Motivators, with one being most important to them and nine being least important

• Let them know that these may change and ask them to update their rankings at least annually

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Signs Of Engagement (and Dis-Engagement)

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Signs Of Disengagement

• Absence, tardiness, inattentiveness

• Lack of participation

• Lack of idea or solutions generation

• Doing things that are not to the benefit of the firm and/or team

• Speaking ill of the team, firm or firm leaders

• Not meeting performance expectations (SOMETIMES A SIGN OF SOMETHING ELSE)

• Client complaints

• Lack of repeat client engagements

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What Can You Do?

• Communicate with them!– Use expectation, observation, inquiry to start a dialogue and see what’s

happening

– “I have noticed recently that you aren’t participating in meetings like you used to. Why is that?”

– “In the past, you seemed to truly enjoy auditing. But lately, it seems like you’re not as happy with the work as you were. What’s changed and how can I help with this?”

– “Client satisfaction is critical to our success as a firm. Recently, we’ve had a few client complaints on engagements you’ve been assigned to. What do you think is contributing to those client upsets? What should we do to address it?”

– “You don’t seem as happy or satisfied as you have in the past. How come? How can I help?”

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What Can You Do?

• Develop strategies to address the issues they raise

• Look for ways to help them find personal responsibility or shift their interpretations, enlighten their understanding

• Put your game plan in writing and follow through

• Check back in

• Understand that not all dis-engaged team members can be turned around

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Make Yourself A Promise

• Identify ONE behavior, change, or action that you will commit to go back to your office and apply

– Tell someone on your team the one idea you committed to who can help hold you accountable

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Next Steps

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Thank You!

• Contact me at any time and connect with me:

Jennifer Wilson(402) 933-2900

[email protected]://www.linkedin.com/in/jenniferwilsonprofile

http://twitter.com/JenLeeWilson

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Tools And Resources

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• ConvergenceCoaching’s web site includes information at:– www.convergencecoaching.com

• Read our Coaching Concepts newsletter: – http://www.convergencecoaching.com/coachingconcepts/

• Visit our blog for posts on these topics: – www.convergencecoaching.com/blog

• Visit our learning center for access to additional courses and our Leadership and Communication, HR, Marketing and Sales Toolsets:– http://www.convergencelearning.com

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• Visit us on Facebook: – http://www.facebook.com/convergencecoaching

• Visit us on LinkedIn:– https://www.linkedin.com/company/convergencecoaching-llc

• Visit us on Google+: – https://plus.google.com/+Convergencecoaching

• Visit us on Instagram: – https://www.instagram.com/convergencecoaching/

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Transformational Leadership Program

• The TLP Session One runs from June 1 to May 31 and Session Two runs from September 16 to September 15 each year

• Each Session’s class size is limited to 25 participants. Over the twelve-month period, participants experience:

– In-depth self-assessments

– Two in-person workshops

– Online, self-study and instructor-led web seminars

– Tailored one-on-one coaching sessions for them and their in-firm coach

– A difference making firm project of their choice

• The fee for your managers and newer partners to honestly identify their strengths and develop strategies and skills to drive performance improvements as they prepare to take on meaningful roles in leading and managing your firm is $5,250

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Gallup’s Engagement Q12

1. I know what is expected of me in my work

2. I have the equipment and materials to do my work right

3. At work, I have the opportunity to do what I do best every day

4. In the last 7 days, I’ve received recognition or praise for doing good work

5. My supervisor or someone at work seems to care about me personally

6. There is someone at work who encourages my development

From Gallup’s STATE OF THE AMERICAN WORKPLACE

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Gallup’s Engagement Q12

7. At work, my opinions seem to count

8. The mission or purpose of my company makes me feel my job is important

9. My associates or fellow employees are committed to doing quality work

10. I have a best friend at work

11. In the last six months, someone at work talked to me about my progress

12. In the last year, I have had opportunities to learn and grow

From Gallup’s STATE OF THE AMERICAN WORKPLACE

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Adherence To Strategy

• Your leadership team must be unified on your vision, values and strategies

– Unified does not mean unanimous

– It means all parties were heard, leadership made key decisions and then each individual is expected to live by and support the decisions of the group

• It is critical that your leaders’ behavior reflects your vision and values consistently

– Otherwise, your firm must add the word “hypocrisy” to its cultural description!

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12 Questions To Ask Your Rising Stars

1. What do you envision for your career in one year? How about in three years?

2. What do you view as your strengths or gifts?

3. What do you most like to do in your position right now?

4. What would you most like to try doing?

5. What do you like least in your position right now? Why? What would you like to see changed in your role as a result of this?

6. What skills do you want to develop to further succeed in your role with the firm?

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12 Questions To Ask Your Rising Stars

7. What other skills are you interested in acquiring?

8. What more can I as your Career Advisor or the firm do to improve your job or assist you in being more successful?

9. What other areas of the firm are you interested in learning about?

10.What questions do you have about your career and its progression?

11.What should I know about you personally? What do you want to know about me?

12.What else would you like to discuss?

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Employee Engagement Resources

• Employee Engagement 2.0 by Kevin Kruse

• “Engage Your People By Being Grateful” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2010/CPA/Dec/BeingGrateful.jsp

• “Engage Your Staff” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2011/CPA/Aug/EngageStaff.jsp#.U5hyvPldUuc

• “Engaging for Success: Enhancing Performance Through Employee Engagement”

– http://dera.ioe.ac.uk/1810/1/file52215.pdf

• “Five Ways to Improve Employee Engagement Now” by Robyn Reilly

– http://www.gallup.com/businessjournal/166667/five-ways-improve-employee-engagement.aspx

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• “Get Your People Engaged,” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2011/CPA/Aug/EngageStaff.jsp

• “It’s Time to Rethink the ‘Employee Engagement’ Issue” by Josh Bersin – http://www.forbes.com/sites/joshbersin/2014/04/10/its-time-to-rethink-the-

employee-engagement-issue/

• State of the American Workplace by Gallup

– http://www.gallup.com/services/178514/state-american-workplace.aspx

• “Technology Facilitates Employee Engagement” by Tamera Loerzel– http://www.mncpa.org/publications/footnote/2014-12/technology-

facilitates-employee-engagement.aspx

• “The New Rules of Employee Engagement” by Paul Keegan

– http://www.inc.com/magazine/201412/paul-keegan/the-new-rules-of-engagement.html

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• “Trend: Wellness Programs Enhance Employee Engagement”

– http://www.triplepundit.com/2013/03/trend-wellness-programs-enhance-

employee-engagement/

• “Want to Make More Money? Engage Your People First” by Jennifer Wilson

– http://www.cpaweb.org/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2014/CPA/MAR/PeopleFirst.jsp#.U5hyTvldUud

• What is Employee Engagement by Ken Scarlett

– http://www.scarlettsurveys.com/papers-and-studies/white-papers/what-is-

employee-engagement

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HR Articles And Blogs

• “Are Mandatory Saturdays a Thing of the Past?” by Jennifer Wilson

– http://www.convergencecoaching.com/are-mandatory-saturdays-a-thing-of-

the-past/

• “Are You Guilty of Hogging Work?” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/

Articles_2011/CPA/May/GuiltyHoggingWork.jsp

• “Are You Ignoring Spinach In Someone’s Teeth?” by Jennifer Wilson

– http://www.convergencecoaching.com/are-you-ignoring-spinach-in-

someones-teeth

• “Beyond the Open Office” by David Ward

– http://www.shrm.org/publications/hrmagazine/editorialcontent/2015

/0415/pages/0415-open-office.aspx

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• “The Changing Role of HR/Assessment Professionals: Adding Value in the

New Organization” by David Dye

– http://annex.ipacweb.org/library/conf/99/dye.pdf

• “CPA Firm Leadership: Communication Drives New Possibilities”

– http://cpaconsultantsalliance.com/resources/communicationdrivesnewpossibili

ties/

• “Driving Turnover Down.” by Adrienne Fox

– http://www.shrm.org/publications/hrmagazine/editorialcontent/2012/0712/pages/0712fox.aspx

• “Engage Your Staff” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2011/CPA/Aug/EngageStaff.jsp#.U5hyvPldUuc

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• “Engage Your People by Being Grateful” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2010/CPA/Dec/BeingGrateful.jsp#.U5hynPldUuc

• “Eight Ideas to Develop Future Leaders” by Jennifer Wilson

– http://www.cpa2biz.com/content/media/PRODUCER_CONTENT/Newsletters/Articles_2013/CPA/Sep/Futureleaders.jsp

• “Feedback Is the Killer App” by Josh Bersin

– http://www.forbes.com/sites/joshbersin/2015/08/26/employee-feedback-is-the-killer-app-a-new-market-emerges/#6a2a43086626

• “Five Strategies for Managing the Coming Talent Crunch” by Jennifer Wilson

– http://www.journalofaccountancy.com/newsletters/2015/nov/5-strategies-for-managing-comin-talent-crunch.html

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• “Focus On Your Rising Stars” Coaching Concepts Newsletter, Issue 28, Spring 2012

– http://www.convergencecoaching.com/coachingconcepts

• “Generation Next, A wave of new CPA leaders is on the rise, and accounting will never be the same,” by Jeff Drew

– http://www.journalofaccountancy.com/Issues/2012/Jun/20114842.htm

• “Get Your People Engaged,” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2011/CPA/Aug/EngageStaff.jsp

• “Great Leaders Gather Feedback” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2012/CPA/Apr/LeadersGatherFeedback.jsp#.U5hyaPldUuc

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• “How To Keep Leaders from Leaving Public Accounting” by Jennifer Wilson

– https://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2013/CPA/Oct/KeepLeaders.jsp#.U02ndPldWoU

• “How Employers Can Win the Talent Quest – Book Summary On Keeping the People Who Keep You in Business,” by Leigh Branham

– http://www.businessweek.com/smallbiz/content/jan2001/sb2001014_851.htm

• “How Flexible Is Your Firm?” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2010/CPA/Oct/FlexibleFirm.jsp

• “How Well Do You Know Your Future Partners?” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2013/CPA/Feb/FuturePartners.jsp

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• “HR’s New Mandate: Be a Strategic Player” by Dave Ulrich and

Wayne Brockbank

– http://hbswk.hbs.edu/archive/4861.html

• “Is Your Firm Old School or Cool,” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsl

etters/Articles_2011/CPA/Nov/FirmOldSchoolOrCool.jsp

• “It’s Time to Rethink the ‘Employee Engagement’ Issue” by Josh Bersin – http://www.forbes.com/sites/joshbersin/2014/04/10/its-time-to-

rethink-the-employee-engagement-issue/

• “Kin in the Game” PwC Family Business Survey– http://www.pwc.com/gx/en/pwc-family-business-survey/assets/family-

business-survey-2010-2011.pdf

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• “The Leadership Cycle: The Parallel Paths of Career and Firm Success” by Jennifer Wilson – http://www.journalofaccountancy.com/Issues/2013/Jun/20137148.ht

m

• “Let’s Stop Paying Lip Service to People Development” by Jennifer Wilson – http://www.convergencecoaching.com/lets-stop-paying-lip-service-

to-people-development/

• “The Limits of Unlimited Vacation” by Susan Milligan– http://www.shrm.org/publications/hrmagazine/editorialcontent/2015

/0315/pages/0315-unlimited-vacation.aspx

• “The Lowdown on High Potentials” by Yasmine El-Ramly– http://www.journalofaccountancy.com/Issues/2011/Dec/20114579.ht

m

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• “Making Saturdays Optional: An Idea Revisited” by Tamera Loerzel – http://www.convergencecoaching.com/making-saturdays-optional-an-idea-

revisited/

• “People Development: More Important Than Business Development” by Jack Lee

– http://www.convergencecoaching.com/people-development-more-important-than-business-development/

• “The Pros and Cons of Non-equity Partnerships” by Jennifer Wilson

– http://www.cpaweb.org/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2013/CPA/Jan/NonEquity.jsp#.U5hzp_ldUud

• “Reluctant Leadership” by Tamera Loerzel

– http://www.convergencecoaching.com/reluctant-leadership/

• “The Role of HR in a Recovering Economy” by Peggy Castellano”

– http://www.examiner.com/article/the-role-of-hr-a-recovering-economy

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• "What Makes a Great Employer?" by Mark Feffer

– https://www.shrm.org/publications/hrmagazine/editorialcontent/2015/0615/pages/0615-great-places-to-work.aspx

• “What’s Your Firm’s Path To Partner?” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2012/CPA/Nov/PathPartner.jsp

• “Why Generation Y Yuppies are Unhappy”

– http://huff.to/1rg68Pl

• Why My People Take 5 Days Off (Yes, in a Row)– http://cpatrendlines.com/2015/08/24/people-take-5-days-off-yes-

row/?utm_source=iContact&utm_medium=email&[email protected]&utm_content=2015-08-25+T+vFF

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• “Why Richard Branson Thinks Unlimited Vacation Time Is Awesome” by Marla Tabaka

– http://www.inc.com/marla-tabaka/richard-branson-s-unlimited-vacation-policy-will-it-work-for-your-business.html

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HR Resources

• www.aicpa.org/pcps. The AICPA’s Private Companies Practice

Section Human Capital Center web site with tools and

resources on HR

• www.cpaadmin.org. Association of Accounting

Administration site that allows members to access resources

and exchange information about learning and other topics

• www.hr.com. HR.com is an online resource that covers the

entire scope of HR issues

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HR Resources

• www.jobdescriptions.com. This site provides

position description templates for a fee

• www.shrm.org. Society for Human Resources

Management

• www.dol.gov. U.S. Department of Labor

• www.workforce.com. Resources for recruiting,

training, HR management, compensation and legal

issues

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HR Feedback Resources

• “Are You Ignoring Spinach In Someone’s Teeth?” by Jennifer Wilson

– http://www.convergencecoaching.com/are-you-ignoring-spinach-in-someones-teeth

• Breakthrough Teams for Breakneck Times by Lisa Gundry and Laurie LaMantia

• Change Your Questions, Change Your Life by Marilee G. Adams

• Extraordinary Relationships - A New Way of Thinking About Human Interactions by Roberta M. Gilbert, M.D.

• Feedback Toolkit: 16 Tools to Better Communication by Rick Maurer

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HR Feedback Resources

• “Feedback Is the Killer App” by Josh Bersin– http://www.forbes.com/sites/joshbersin/2015/08/26/employee-feedback-is-

the-killer-app-a-new-market-emerges/#6a2a43086626

• The Five Dysfunctions of a Team by Pat Lencioni • “How to Better Elicit Upward Feedback” by Brianna Marth

– http://www.convergencecoaching.com/how-to-better-elicit-upward-feedback/

• “Let’s Stop Paying Lip Service to People Development” by Jennifer Wilson

– http://www.convergencecoaching.com/lets-stop-paying-lip-service-to-people-development/

• Love ‘Em or Lose ‘Em by Beverly Kaye and Sharon Jordan-Evans

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HR Feedback Resources• “People Development: More Important Than Business

Development” by Jack Lee– http://www.convergencecoaching.com/people-development-more-

important-than-business-development/

• Practice What You Preach by David Maister

• “To Get Better, Coach and Be Coached” by Jack Lee– http://www.convergencecoaching.com/to-get-better-coach-and-be-coached/

• “What Firms Must Do to Better Develop Their People” by Jennifer Wilson

– http://www.journalofaccountancy.com/newsletters/2016/feb/firms-better-develop-people.html?utm_source=mnl:cpainsider&utm_medium=email&utm_campaign=16Feb2016

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• “3 Tips for Mentoring Millennials” by Ilan Mochari – http://www.inc.com/ilan-mochari/3-tips-mentoring-millennials.html

• “After X Comes Y,” by Julie Wallace,

– http://www.shrm.org/publications/hrmagazine/editorialcontent/0401

/pages/0401futfocus.aspx

• “Bridging the Gaps” by Jennifer Wilson

– http://www.accountingtoday.com/ato_issues/28_01/Bridging-the-

gaps-69080-1.html

• “The Female Millennial: A New Era of Talent”

– http://www.pwc.com/en_JG/jg/publications/the-female-millennial_a-

new-era-of-talent.pdf

Generational Resources

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• “Generation X,” by Judy L. Isaksen,

– http://www.encyclopedia.com/topic/Generation_X.aspx#1

• “Generation Y,” by Ellen Neuborne with Kathleen Kerwin,

– http://www.businessweek.com/stories/1999-02-14/generation-y

• “Generational Viewpoints” Article Series – www.webcpa.com

• Managing the Millennials: Discover the Core Competencies for Managing Today's Workforce by Chip Espinoza, Mick Ukleja and Craig Rusch

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• “Managing the New Generation,” by Kathleen M. Dunn-Cane, Joan L. Gonzalez, Hildegarde P. Stewart,– http://www.aornjournal.org/article/S0001-2092(06)62292-8/fulltext

• “The Millennials: Confident. Connected. Open to Change”

– http://pewresearch.org/pubs/1501/millennials-new-survey-generational-personality-upbeat-open-new-ideas-technology-bound

• “Millennials Will Lead Us to Success”– http://www.accountingtoday.com/ato_issues/26_11/Millennials-will-

lead-us-to-success-64471-1.html

• Next Generation Strategies - CoachingConcepts, Issue 33, Winter 2014 – http://www.convergencecoaching.com/pdf/issue_33_-

_next_gen_strategies.pdf

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• Not Everyone Gets A Trophy: How to Manage Generation Y by Bruce Tulgan

• PWC’s NextGen: A Global Generational Study– http://www.pwc.com/gx/en/hr-management-

services/publications/nextgen-study.jhtml

• “Reconciling the Distinct Views of Different Generations” by Jennifer Wilson– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/New

sletters/Articles_2012/CPA/Jun/DstinctGenerations.jsp

• “The Overlooked Leaders (Gen X)” by Jennifer Wilson– http://www.accountingtoday.com/ato_issues/28_03/The-overlooked-

leaders-69749-1.html

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• Thriving & Surviving With Generation Y at Work by Peter Sheahan

• “What Do Millennials Want?” by Sean McCabe– http://www.accountingtoday.com/news/firm-profession/what-do-

millennials-want-75343-1.html

• “Your Millennials are Growing Restless” by Jennifer Wilson– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/New

sletters/Articles_2014/CPA/MAR/GrowingRestless.jsp

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Advanced Firm Metrics



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Welcome Michael Platt, MBA

INSIDE Public Accoun�ng (317) 733-1920

Mike Pla has been working with firms since 1985. As a past

execu�ve of two accoun�ng firm associa�ons, co-founder of

Accoun�ngWEB.com, and publisher of INSIDE Public Ac-

coun�ng, Mike has helped large local and regional firms across

North America grow and thrive.

Mike’s interest in working with the accoun�ng profession is

fueled by his desire to help professionals reach their poten�al.

“My goal is to assist others see things differently, mo�vate

them to do things differently, and provide ideas of how others

like them have successfully overcome the obstacles that are

common in professionals' lives,” say Mike.

Mike’s 30-plus years of hands-on experience and interac�on with firms gives him a unique

perspec�ve on what works and what doesn’t inside firms. Through insider conversa�ons,

surveys, presenta�ons, and partner retreats, Mike focuses on fresh ideas, approaches and

insider informa�on for firms across North America.

Mike’s special�es include:

• financial and opera�onal analysis and benchmarking trends

• innova�ons in prac�ce management being u�lized by successful firms

• assis�ng partners in establishing and agreeing to a direc�on

• engaging staff in the future of the firm

• increasing client service and sa�sfac�on

• establishing and fine-tuning the culture that the firm wants to build.

Mike and his wife, partner, Kelly are the publishers of the award-winning INSIDE Public Ac-

coun�ng, a leading newsleer focusing on prac�ce management ideas and trends for the

profession. They also publish the award-winning IPA Na�onal Benchmarking Report, the

premier financial and opera�onal benchmarking tool for hundreds of CPA firms.

Mike has been a top presenter delivering �mely and relevant informa�on and ideas that help

business owners improve their businesses. Mike holds a Masters Degree in Business Admin-

istra�on from George Washington University, with a concentra�on in Marke�ng.

mpla�@pla�groupllc.com www.insidepublicaccoun�ng.com 156 of 372

Future Forward

Michael Platt INSIDE Public Accounting [email protected]

A Deeper Look at The Metrics,

Trends and Strategies Driving

Public Accounting Firms

Today

Track 2

CPAmerica Next Generation Conference

Michael Platt INSIDE Public Accounting [email protected] of 372

A Host of Issues Affecting The Profession

Consolidation Collections Fee PressureClient

Attrition

CompetitionDedicated

WorkforceGlobalization

Disruptive

Technology

© 2016 INSIDE Public Accounting

Tighter

Margins

Rainmaker

Retirements

Increasing

Regulations

Managing

Technology

Commoditization

of Services

Generational

Shifts158 of 372

94% Likely Accountants and Auditors

98% LikelyBookkeeping, Accounting

and Auditing Clerks

99% Likely

Tax Preparers


“The Future of Employment: How Susceptible

Are Jobs to Computerization?”September 2013

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Meet ROSS, The World’s First

Robotic Lawyer


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Shifting Power To Clients With The

Ability To Track Fees In Real Time


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May 25, 2016:

NASBA announces there are 664,532 licensed

CPAs in the U.S.

How are you any different

than the other 664,531 of them?© 2016 INSIDE Public Accounting

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So How Many CPA Firms Are There?

4 “Big 4” - $8B - $16B

96 $35M - $2B (IPA 100)

100 $16M - $35M (IPA 200)

100 $10M - $16M (IPA 300)

~200 $5M - $10M

~1,000 $2M - $5M

~45,000 <$2M

Majority of

CPAmerica

Firms

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• Top line revenue of your firm?

• How strong is your growth engine?

• Profitability – how do you measure that?

• Billing rates – how are they determined?

• How do financial decisions get made?

What’s Our Starting Point Today?


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What Partners Are Most Interested In


Definition What It Tells

Partners

Best of

the Best

Avg.

$5M -

$10M

Firm

Avg.

$20M -

$30M

Firm

Avg.

$50M -

$75M

Firm

Avg.

Total

profession

al staff FTE

divided by

total

number of

equity

partners.

The leverage structure

is an important

component of

profitability, and is a

reflection of the ability

to deliver high quality

services like tax &

audit at the lowest

cost.

9.7 7.1 8.2 10.5

Professional Staff Leverage

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Partners

Best of

the Best

Avg.

$5M -

$10M

Firm

Avg.

$20M -

$30M

Firm

Avg.

$50M -

$75M

Firm

Avg.

Total number of

chargeable hours

in the firm divided

by total FTE of

billable staff

(including

partners).

The average

number of

hours each

professional

staff person is

billable

annually.

1,433 1,375 1,380 1,390

Professional Staff Utilization

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Partners

Best of

the Best

Avg.

$5M -

$10M

Firm

Avg.

$20M -

$30M

Firm

Avg.

$50M -

$75M

Firm

Avg.

Total firmwide net

revenue divided

by total charge

hours of the firm.

Target average

revenue for

every charge

hour.

$201 $147 $165 $196

Net Revenue Per Charge Hour

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Partners

Best of

the Best

Avg.

$5M -

$10M

Firm

Avg.

$20M -

$30M

Firm

Avg.

$50M -

$75M

Firm

Avg.

Total firmwide net

income (before any

equity partner

distributions)

divided by total net

revenue.

Percentage of

every dollar

earned

available for

partner

compensation.

38.9% 31.0% 29.5% 27.9%

Firmwide Profit Margin

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Partners

Best of

the Best

Avg.

$5M -

$10M

Firm

Avg.

$20M -

$30M

Firm

Avg.

$50M -

$75M

Firm

Avg.

Total firmwide net

revenue divided by

total full time

equivalent

personnel.

The

contribution

each current

FTE is making

toward

firmwide

revenue.

$237k $169k $190k $207k

Net Revenue Per FTE

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Partners

Best of

the Best

Avg.

$5M -

$10M

Firm

Avg.

$20M -

$30M

Firm

Avg.

$50M -

$75M

Firm

Avg.

Total firmwide net

income (before any

equity partner

distributions)

divided by total

charge hours.

Total dollars

available for

partner

compensation

for every

billable hour.

$78 $46 $51 $55

Net Income Per Charge Hour

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Partners

Best of

the Best

Avg.

$5M -

$10M

Firm

Avg.

$20M -

$30M

Firm

Avg.

$50M -

$75M

Firm

Avg.

Total firmwide net

revenue divided by

gross revenue (what

the time and billing

system says would

have been billed at

standard rates with

no write-offs or

write-downs).

How close the

firm is to

achieving the

“retail” prices

of all services

provided.

89.2% 85.6% 83.4% 81.9%

Realization Percentage

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Partners

Best of

the Best

Avg.

$5M -

$10M

Firm

Avg.

$20M -

$30M

Firm

Avg.

$50M -

$75M

Firm

Avg.

365 days times

total accounts

receivable plus

work in progress

at year end divided

by total firmwide

net revenue.

How many

days of

production are

“locked up” and

unavailable as

current cash.

81 85 75 68

A/R and WIP Days of Production

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Based on 190 $5 - $15 million firms from 2016 IPA National Benchmarking Report

What’s An Hour Worth?Bubble Size = Relative Net Revenue


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Net Income Per Charge Hour


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Profit Margins

Across The Profession

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A Look at Revenue per Employee

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Equity Partner Bill Rates

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Equity Partner Charge Hours

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The Maister Formula


Prof. Staff Charge Hr. Gross Rev. Net Rev. Net IncomeX X X X

Net Income

Equity Partner

Eq.

PartnerProf. Staff Chg. Hr. Gross Rev. Net Revenue

LEVERAGE UTILIZATIONBILLING

RATEREALIZATION MARGINX X X X

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Your Cheat SheetNo. FTE Staff Top Line

Revenue

Profit Margin Bottom Line

Income

Avg. Net

Income per

Equity Partner

Calculation Staff x Rev/FTE

Avg. Rev/FTE

$160k - $180k

Net Income / Net

Revenue

Avg. 25% - 33%

Top Line x Margin Income / No.

Owners

30 FTE $4.8M - $5.4M 33% $1.6M - $1.8M 5: $340k

50 FTE $8M - $9M 30% $2.4M - $2.7M 7: $365k

75 FTE $12M - $13.5M 29% $3.5M - $3.9M 8: $460k

100 FTE $16M - $18M 28% $4.5M - $5M 10: $475k

150 FTE $24M - $27M 26% $6.2M - $7M 14: $475k

200 FTE $32M - $36M 25% $8M - $9M 17: $500k

IPA Disclaimer: All numbers shown here are based on aggregate averages of over 500 firms in 2016. This table is intended as a

rough guideline – there are many firms that are performing outside the average and may produce vastly different results.

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The Partnership Opportunity

Average Net Income Per Equity Partner: 2011 - 2015

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Understand That Professional

Confidence Determines Fees


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Don’t Ever Forget:

CFOs Understand Low Price.

CEOs Understand Value.


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Change Your Dialogue:

“Clients Want The Hole, Not The Drill”

What You’re Selling What They’re Buying

Tax Returns Insurance

Bookkeeping Peace of Mind

Tax Planning Hope

Financial Statements Protection

Cash Flow Statements Dreams


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Make Buying From You Easy


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Bobs Barbecue.mp4

Bobs Barbecue.mp4

Break The Cycle of “Every Dollar is a

Good Dollar”

“A” ClientsUpwardly Mobile

“B” ClientsUpwardly Mobile

“C” ClientsUpwardly Mobile

“D” Clients

Compensation Formula Weight

1.4 1.2 1.0 0.8

0.8 0.6 0.4

Permanent“B” Clients

Permanent“C” Clients

Permanent“D” Clients


Recognize that realization goes up as you move to the left!!

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What’s an A, B, C or D Client?

Let’s Borrow an Example From The

Airline Industry

The “Need” is to get from New York to San Francisco.

The “Want” is to have a stress-free, enjoyable

experience for all aspects of satisfying the “Need.”


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Take The Mystery Out Of

How Staff Can Get Ahead


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Allow Team Members To See And

Celebrate Results


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Get Paid Employees To Come To Work

With The Attitude Of A Volunteer


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Give Everyone Something To Believe In


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Thank You!


Michael Platt

INSIDE Public Accounting

4000 W. 106th St., Ste. 125-197, Carmel, IN 46032

(317) 733-1920 P

www.insidepublicaccounting.com

[email protected]

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Association Overview and Website Tutorial

Grace Horvath, CPAmerica International


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Welcome to CPAmerica International

Member Essentials195 of 372

A not-for-profit professional association,

501(c)(6)

A national association of 76 accounting

firms ranging in size from $3mm - $50mm+

in revenue

What is CPAmerica?

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Crowe Horwath International

3,600+ partners

33,000+ professionals

$3.50 billion annual revenue

10th largest network in the world

As a member of Crowe Horwath International, our

association has access to more than 200

independent accounting and advisory services

firms in more than 130 international countries.

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Crowe Horwath International

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Client Industries

Real Estate

Nonprofits

Healthcare

Captive Insurance

Construction

Retail Trades

Agriculture

Manufacturing

Wholesale Distributors

Government

Security/Investment

Automotive Dealers

Utilities (oil & gas)

Lending Institutions

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Common Characteristics

Growth-oriented firms

Leaders in their local markets

Experts in their respective

niches

Willing to share and be active

participants

Image courtesy of Ambro at FreeDigitalPhotos.net

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Expectations of CPAmerica Members

Continuously improve

Make more money

Strengthen

relationships among

member firms

To bring prestige to

firms both domestically

and internationally

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Resources

Members-Only Site

Expertise Support

Retained Consultants

Benchmarking Reports &

Surveys

International Support

Sharing Library

Improving Through Sharing

Resources

Training

Support

Services

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Sharing & Training


Resources

Training

Support

Services

Conferences and

Roundtables

Leadership Development

Programs including

Upstream Academy

Webinars

Sharing Calls

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Support


Resources

Training

Support

Services

Email Discussion Lists

Domestic & International

Priority Requests

Expert Services Program

including Crowe Horwath,

LLP National Tax Office

Regional Member Service

Representatives

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Services


Resources

Training

Support

Services

Preferred Consultants

Preferred Providers

Discount Programs

Visitation Improvement

Program

Firm Evaluation Surveys

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Membership Newsletter

The CPAmerica

Advantage membership

newsletter

Published monthly

Latest info on programs,

member news, board

actions and services

Available in print and

online

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Membership E-newsletter

Advantage Point membership e-newsletter:

Includes information on upcoming events, services

and products available.

Distributed to members bi-weekly.

Interested in signing up? Email

[email protected] or visit

www.cpamerica.org/Services/Publication-Library.

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mailto:[email protected]

http://www.cpamerica.org/Services/Publication-Library

Membership Top 5

Top 5:

Includes pressing deadlines, new offerings and

member news.

Distributed to all major discussion lists via

email bi-weekly.

To receive, please sign up for the any of the

following discussion lists at

www.cpamerica.org/Services/Discussion-List:

Firm Administration A&A

Human Resources Business Valuation

Leading Partners Tax

Marketing International

Technology

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http://www.cpamerica.org/Services/Discussion-List

CPE Training

(Conferences & Roundtables)

Nationally-acclaimed speakers and

member sharing sessions

Events & Conferences

A&A/Technology

Leading Partners/Firm

Administration

Tax

International Group

Next Generation

Marketing

Regional Partners Meetings

Large Firm Group

New Leading Partner

Training

Emerging Leaders Academy (via

Upstream Academy)

Business Development Academy

(via Upstream Academy)

High Performing Academy

(via Upstream Academy)

Audit Staff Training

Webinars

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Sharing Calls

Regularly scheduled

conference calls/Individual

or Group settings

Topics such as:

Firm Administration

Marketing

Technology

Nonprofit

Healthcare

Business Valuation

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Preferred Provider - Discounts

Discounts available from a variety of

vendors

Great savings opportunities

Business Services

CPE & Training

AICPA

Plain English Accounting

Hardware & Software

Thomson Reuters-

ProView

Marketing

Research & Analysis

First Research

Sageworks (ProfitCents)

Technology Services

NMGI

Wolters Kluwer

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Members-Only Site

www.cpamerica.org

Click on Login and register

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https://my.cpamerica.org/

Workshop - Moving from Historian to Trusted

Advisor



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Sam M. Allred, CPA

Upstream Academy

828 Great Northern Blvd.

P.O. Box 1147

Helena, MT 59624-1147

Phone: (406) 495-1850

Fax: (406) 442-1100

Email: [email protected]

Sam Allred, CPA, is the Founder and Director of Upstream Academy. Sam served as a

Shareholder for 21 years with Anderson ZurMuehlen & Co., P.C., a regional CPA firm with six

offices and over 250 people headquartered in Helena, Montana. Sam was also instrumental in the

development of LeaderSkills Institute, Emerging Leaders Academy, and the High Performance

Firms program.

Sam interacts with hundreds of accounting firms across North America every year via

conferences, partner retreats, management presentations and training sessions. He is one of the

most sought-after speakers in the accounting profession, and he speaks and writes extensively

both in the United States and abroad. He is viewed as one of the top strategic thinkers for

accounting firms.

Sam has been regularly recognized as one of the major influencers in the accounting profession

and is listed as one of Accounting Today’s Top 100 Most Influencial People in Accounting and as

one of IPA’s “Most Recommended Consultants.”

Sam and his wife, Marlene, live outside of Park City, Utah. His hobbies include spending time

with his family, fly fishing and golf. Sam and Marlene have seven children.

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© UPSTREAM ACADEMY 2016

MOV I N G FRO M H I S TO R I A N

TO TR U S T E D ADV I S O R

PRESENTED BY SAM M. ALLRED,

DIRECTOR AT UPSTREAM ACADEMY215 of 372


PRESENTATION ROADMAP

1. Observations about trusted advisors

2. Moving from historian to trusted advisor –thoughts and ideas

3. Questions and answers

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http://www.strategic-capital.com/srv.htm



OBSERVATIONS ABOUT

TRUSTED ADVISORS

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Many within our profession call themselves trusted advisors. In reality, too many are record-keeping historians and not forward thinking trusted advisors.

OBSERVATIONS ABOUT TRUSTED ADVISORS

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The focus in a trusted historian role is rearward looking – accounting for where a client has been.

The focus in a trusted advisor role is forward looking – helping our clients address the issues

that are important to them to get where they want to go.


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Firms across our profession generally serve four

categories of clients ranging from A level to D level.

All trusted advisor relationships take place

with A and B level clients.


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It’s a safe assumption that a majority of A and B level clients would prefer a trusted advisor relationship over a trusted historian relationship.


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It’s hard to think we will be viewed as our clients’ trusted advisors if we:

•Rarely bring them new ideas•Aren’t proactively identifying needs•Are not aware of their top issues•Do little planning for their top issues•Are more reactive than proactive


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We are not likely to move from trusted historian to trusted advisor with a client unless we’re willing to spend more time with our best clients – by using our investment/non-chargeable time productively.


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MOVING FROM HISTORIAN TO TRUSTED

ADVISOR – THOUGHTS

AND IDEAS

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Take 10 minutes and brainstorm with your table the best words to describe a Historian and the best words to describe a Trusted Advisor.

EXERCISE

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Historian Trusted Advisor•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

WHAT ARE THE DESCRIPTIVE WORDS?

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Brainstorm with your table the benefits (individually and as a firm) of being a Trusted Advisor.

EXERCISE

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Brainstorm with your table the things you could be doing each year to move right on the continuum each year.

EXERCISE

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My focus in this session is to provide some thoughts and ideas for moving from a trusted historian role to a trusted advisor role.

Please realize that I’m not attempting to provide a process or a blueprint, as no two individuals are exactly alike.

THOUGHTS AND IDEAS

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It’s unlikely that sweeping changes in client service are necessary or would be effective if implemented.

I recommend smaller course corrections in how you serve clients. The key is to move in degrees – crawl, walk, run.

COURSE CORRECTIONS

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What can you do this week (month) that is different than last week (month)?

What 3-5 degree course correction can you make that will put you on a trajectory to become a better trusted advisor in the next 12 – 24 months?

COURSE CORRECTIONS

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Begin by spending more of your non-billable time working to become a trusted advisor.

At least 50% of your business development time should be spent with your A and B level clients.

ALLOCATE YOUR T IME APPROPRIATELY

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Your clients need to see you as a business partner not just a provider of accounting services. You have to be there to help with important issues.

Don’t limit yourself to accounting issues. Stop thinking that your outputs are all a client cares about.

ACT L IKE A TRUSTED ADVISOR

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STUDY SOME GREAT BOOKS

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Make a commitment to be more proactive with your very best clients. Schedule more frequent meetings with your top clients.

BE MORE PROACTIVE

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Focus on active listening when you’re with your clients. Remember, we’re never actively listening when all we’re doing is preparing a response.

BECOME A BETTER L ISTENER

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Develop a plan to deepen your relationships with your best clients. Every interaction with them should be a fact-finding mission. Learn all you can about them and their business.

DEEPEN YOUR RELATIONSHIPS

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It’s vitally important that you know where your best clients want to take their business and what major hurdles need to be overcome. Know the dials they want to move.

KNOW WHERE CLIENTS WANT TO GO

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One of the very best ways to be viewed as a trusted advisor is to help clients consistently move their desired dials. To do this, you will need to become proficient in the following skills: brainstorming, asking questions, planning, implementing, reporting/accountability, goal setting, etc.

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Every firm has some great trusted advisors. Look for opportunities to spend time shadowing these trusted advisors and learning from how they interact with clients and prospective clients.

UTILIZE YOUR BEST MTAS

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Don’t feel like you need to (or even should) make the journey alone. Work together with others in the firm who want to become better trusted advisors.

Share notes and approaches, successes and failures, thoughts and ideas.

COLLOBORATE W ITH OTHERS

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Try developing a written client service plan for your very best clients that will allow you to be a proactive, forward thinking trusted advisor for your best clients.

DEVELOP CLIENT SERVICE PLANS

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Historian Trusted Advisor• Mostly reactive

• Majority of time spent with client looking at past 12 months

• Acting as sounding board only when asked

• Performing the same services year after year with little variation

• Not willing to be vulnerable

• The meter runs with almost every client interaction

• Mostly proactive

• Majority of time spent with client looking forward not backward

• Regularly offering fresh ideas

• Consistently recommending innovative solutions

• Functioning in a brainstorming role

• Regularly investing time to understand client’s unique needs

WHICH ROLE W ILL YOU PLAY?

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QUESTIONS AND ANSWERS

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Thank You!

[email protected]

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Making Social Media Work for Work

Joe Rotella, Delphia Consulting


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Joe Rotella, SPHR, SHRM-SCP Chief Marketing Officer, Delphia Consulting [email protected] Joe Rotella is the Chief Marketing Officer (CMO) of Delphia Consulting – a Columbus based consulting firm specializing in HR software selection and implementation, including Sage HRMS, and Internet Marketing. He is in demand as a speaker, presenting on social media, internet marketing, web design, and strategic HR. Joe’s speaking schedule takes him from coast to coast. He’s one of SHRM’s top ten speakers at the Annual Conference for the past 10 years. Joe holds the SPHR and SHRM-SCP certifications, serves as Certification Manager on the board of the Human Resources Association of Central Ohio (HRACO), and is a member of the Society for Human Resource Management.

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© Delphia Consulting, LLC

Making Social Media Work…

…At Work

JOE ROTELLA

[email protected]

@joerotella

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DelphiaConsulting.comAbout Joe Rotella

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DelphiaConsulting.comAbout Delphia Consulting

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DelphiaConsulting.comYou’re The Next Generation

• CPAs with 4-10 years of accounting experience

• Professional expertise

• Initial success at your firm

• …and probably younger than me!

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DelphiaConsulting.comThe Workforce is Changing

• The workforce is evolving at an unprecedented rate

• It will be 5 generations strong

• By 2020, Millennials will comprise half of the global workforce

• 75% in the US!

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DelphiaConsulting.com

Summarizing the Generations

Traditionalists

Veterans

Boomers GenX

Latchkey Kids

Sandwich

GenY

Millennials

Echo Boomers

GenZ

Google Generation

1928-1945 1946-1964 1965-1980 1981-1997 1997-2015

74.9 Million* 66 Million* 75.4 Million* 69 Million*

35% of workforce

>60% of workforce

Fastest growing segment of workforce

Just starting to enter the workforce

Work First! Live to Work! Work to Live!Live, then

Work!??

*PEW Research Center, April 2016

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DelphiaConsulting.comBoomers at a Glance

• Rebellious in youth and conservative beyond

• Asset rich – cash savings poor

• Can’t afford to retire

• Optimistic and loyal

• Belated environmental conservatism

• Accept technology, but it can take some work

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DelphiaConsulting.comGenX at a Glance

• Parents instilled confidence and independence

• No such thing as job security

• Raised during rapid technological change

• Economic/social pressures forced new family dynamics

• Value protecting the environment, charity, volunteerism and personal health

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DelphiaConsulting.comMillennials at a Glance

• Most educated generation

• Often lead socially conscious lives

• More available money in their youth; comfortable with using credit

• Always available or connected

• Digitally savvy• But remember, they grew up pre-mobile

phone and just on the cusp of the internet boom

• They experiment and adapt from dial-up Internet and iPods to MySpace

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DelphiaConsulting.comGenZ at a Glance

• Master multi-taskers

• 64% have constant internet access

• Spend 8-9 hours per day connected

• 90% of secondary students have mobile devices

• 20% of elementary students have mobile devices

• Gen Z spends less time than any others in human history using conversation to communicate.

• Extremely social and group oriented.

• Prefer game-like learning situations

• More visual than other generations

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Social Media Consumption

• Millennials• Known for excessive

online consumption

• Chasing their 15 minutes of online fame

• Curating content

• Sharing stuff

• Pinning

• Retweeting

• Gen Z• The Internet is a tool to get

things done -not a place to be discovered

• Obsessed with Snapchat

• Creating content; making stuff

• Live-stream

• Co-create

• Pictures!

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Are You Still With Me?

The average attention of a

goldfish is 9 seconds.

According to a 2015 Microsoft

Study people now generally lose

concentration after 8 seconds.

That’s down from 12 since 2000.

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How Employees Use Social Media

• A mental break is the most common reason

• Staying connected with family and friends

• But business does play a role too

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The Conundrum

• There’s excitement about cultivating relationships on social networks

• It’s scary• Confidentiality

• Reputation

• Perception of “Advise”

• Logistics

• Losing Talent

We know this is something we need to

do, but we're struggling with how to do it.

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How Social Media Helps

• Influence

• Community

• Traffic

• Brand

• Talent Pool

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Financial Advisors Get It

How does a connection with someone for business purposes on social media affect the likelihood of doing business with them?

52% Said More Likely

Based on a sample of 309 respondents nationwide, and they

were mostly financial planners, advisors, or personal financial consultants. Study participants

averaged 17 years in the financial industry, roughly 71 percent were male, and the average age was 50.

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Some Are Finding Clien

• No new clients: 57%

• Under $1 million: 27%

• $1 million to less than$3 million: 10%

• $3 million to $5 million: 4%

• More than $5 million: 3%

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You Can Just Put Your Toes In

• If you’re afraid to leap in, start small

• You don’t have to share, post or tweet

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One Easy Thing To Do…

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Shhh….Listen…A Lot

• Find out what people are saying

• About you

• About your firm

• About your target industries

• About your clients

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Or Jump Right In!

• Use Facebook, LinkedIn, YouTube, Twitter….

• Instagram, Snapchat

Well, you know them all…

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Personal VS Business

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Set Realistic Expectations

• Nothing is going to happen without a plan

• Nothing happens quickly

• Everyone doesn’t care

• It can be a sinkhole

• It’s not right for everyone

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Snapchat

• It’s about casual communication through video and photos

• Limited lifespan

• IMHO: Not suitable for professional services (yet)

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Instagram

• Mobile sharing• Photos

• Videos

• Fun

• Somewhat quirky

• Huge for B2C

• IMHO: Pass

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Instagram for Professional Services

• Present your company’s brand

• Offer a unique vision

• It’s a conversation

• Reach new audiences

• Use infographics

• Show your company’s giving strategies

• Client success stories

• Employee recruiting and retention

• Use video• About 15 seconds

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Twitter

• Microblogging

• 140 Characters or less

• Great for getting news

• A nice way to see what’s trending

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Twitter Tips

• It’s public

• Tweet things you find online

• Be retweet-able

• Tweets are like resume appetizers

• Use hashtags

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Facebook

• Mark Zuckerberg’s annual salary is $1

• Zuckerberg is color blind

• You can’t block Zuckerberg

• Zuckerberg wanted “Awesome,” not “Like”

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7 Steps To Behave Professionally

• While these are global concerns, the focus is Facebook

• Rein it in• Clients and recruiters

look at social media channels

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1. Would You Say It IRL?

Only post what you would feel comfortable sharing with your boss or clients in person

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2. Never Comment About Work

Don’t BMW on social media. Period.

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3. Spelling & Grammar Count

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4. Looks Are Important

Be professional. No glamour shots.

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5. Don’t Share Controversy

Only share links or other posts that are likely to be considered universally acceptable.

Caricatures of Hillary Clinton and Donald Trump. (Photo: DonkeyHotey/flickr/cc

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https://www.flickr.com/photos/donkeyhotey/24564574914/



6. When In Doubt – Hide It

Hide friend’s comments or information that is deemed to be inappropriate.

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7. Careful Who You Follow

Only link, follow or friend people you know and trust.

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LinkedIn – A Place for Professionals

• 443 Million Users (4/28/16)

• 2 New ones per second

• Got a picture? 14x more likely to be found

• Hottest skill on linked in: Statistical Analysis and Data Mining

• List your skills? 13x more profile views

• 79% of Washington DC insiders used LinkedIn

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Tips for Success on LinkedIn

1. Turn off the sharing profile edits setting

2. Have a GREAT profile photo

3. Edit your headline• 120 Characters

http://andrewmacarthy.com/andrew-macarthy-social-media/10-terrible-examples-of-linkedin-profile-photos-bad-linkedin-profile-pics

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http://andrewmacarthy.com/andrew-macarthy-social-media/10-terrible-examples-of-linkedin-profile-photos-bad-linkedin-profile-pics



Tips for Success on LinkedIn

4. Personalize your URL

5. Write a great summary

6. Check out the “Add Media” option under each job entry

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Tips for Success

7. Detail your work history

8. Have a current job entry

9. Have 15-20 skills

10. Ask for recommendations

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Take The Leap

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Help, Don’t Hurt, Your Career

• Talk with your managers about social media

• Make time management part of your social media strategy

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Be Yourself, But Be Careful

• Always remember, you are representing your employer

• Create your own content

• Follow your passion

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The Aftermath

In the meantime we found so

many of you to be sympathetic

and understanding. While we’re

a 130 year old humanitarian

organization, we’re also made of

up human beings. Thanks for

not only getting that but for

turning our faux pas into

something good.

You immediately embraced this

mix-up and many of you have

pledged donations to the Red

Cross:293 of 372



Remember This

• Guard your reputation

• Watch your language

• Monitor your privacy

• Keep work comments positive

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To Infinity and Beyond!

• The Internet does not forget

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©SHRM 2015

Call Me… Maybe… No really… Call me

Joe Rotella, SPHR, SHRM-SCP

Chief Marketing Officer

Delphia Consulting, LLC

Linkedin: linkedin.com/in/joerotella

Twitter: @joerotella

888.421.2004 x4326

[email protected]

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http://www.linkedin.com/in/joerotella


Proactive Career Development: Making the Most

of Your Opportunities



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PROACTIVE CAREER DEVELOPMENT: MAKING THE MOST OF YOUR OPPORTUNITIES


DIRECTOR OF UPSTREAM ACADEMY298 of 372


1. Discussion – what are you doing to manage your career? Ten principles of personal development

2. Questions and answers

ROADMAP

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WHAT ARE YOU DOING TO

MANAGE YOUR CAREER?

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1. Be Willing to Work Hard2. Play to Your Strengths3. Become An Expert4. Leave Your Comfort Zone5. Value Constructive Feedback6. Learn to Act For Yourself7. Be Quick to Observe8. Spend Time in Quadrant II9. Learn the Value of Process10. Enjoy the Experience

WHERE DO YOU NEED HELP?

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1. BE W ILL ING TO WORK HARD

Hard work is a key to success, so work diligently on any project you undertake.

“Opportunity is missed by most people because it comes dressed in overalls and looks like work.”

Thomas A. Edison

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2. PLAY TO YOUR STRENGTHS

It is a false assumption to believe that everyone can learn to be really good at everything.

Take the time to discover your strengths and be sure to play to your strengths throughout your career.

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“These are the two assumptions that guide the world’s best managers:

1. Each person’s talents are enduring andunique.

2. Each person’s greatest room for growth isin the areas of his or her greatest strength.”

Pg. 8

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3. BECOME AN EXPERT

Too often, individuals end up in their careers becoming generalists. On a scale of 1-10, they become a 5 or 6 in a lot of different things.

You will have the most successful career if you work to become an expert (8-9) in one or more areas.

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• In what knowledge or practice could I become the best in the firm, market area or country?

• Is this an area that plays to my strengths?

• Who are the known experts in this area?

• Is this something I can take to volume?

QUESTIONS TO CONSIDER

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• How steep is the learning curve and what are the mile markers along the way?

• Are there special processes, procedures, or benchmarking data that could be developed?

• What articles would I write or presentations would I give if I were an expert in this field?

QUESTIONS TO CONSIDER

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4. LEAVE YOUR COMFORT ZONE

We seldom experience any growth when we stay in the middle of our comfort zone.

One of the biggest mistakes we can make is to ask too little of ourselves. It’s important to learn that we can do hard things.

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5. VALUE CONSTRUCTIVE FEEDBACK

One of the most helpful things you will receive throughout your career is open and honest feedback. Work diligently to nurture sources of constructive feedback.

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“If you really want to be more effective at anything…you have to find a way to get constructive feedback. The absence of complaints is not a dependable indicator of the absence of opportunities to improve.”

David Maister

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6. LEARN TO ACT FOR YOURSELF

Avoid the tendency to complain about circumstances or situations. Don’t jump on others’ bandwagons. Learn to act for yourself.

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Become accountable. Self-accountability is doing what you say you will do, to the very best of your ability, on time, and without any reminders.

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7. BE QUICK TO OBSERVE

Every day we have opportunities to interact with others who have knowledge, talents and abilities that are different than our own.

Be quick to observe others and learn from them the keys they have already learned.

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Quadrant II includes activities that are important, but not urgent. Stephen R. Covey calls this the “Quadrant of Quality.”

Quadrant II is where we do long range planning, anticipate and prevent problems, empower others, broaden our minds and abilities, and invest in our future.

8. SPEND T IME IN QUADRANT II

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I II

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NOT III IV

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Copyright 1994 Covey Leadership Center, Inc

MANY POPULAR ACTIVITIES

TRIVIA

BUSYWORK

SOME PHONE CALLS

TIME WASTERS

IRRELEVANT MAIL

PLEASANT ACTIVITIES

WEB SURFING

SOME MAIL

SOME REPORTS

SOME MEETINGS

PRESSING MATTERS

RELATIONSHIP BUILDING

EMPOWERMENT

INTERRUPTIONS

SOME PHONE CALLS

DEADLINE - DRIVEN PROJECTS

MEETINGS

PREPARATION

PREVENTION

VALUES CLARIFICATION

PLANNING

URGENT NOT URGENT

CRISES

PRESSING PROBLEMS

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Jim BosshardtThe Steelhead Whisperer

9. LEARN THE VALUE OF PROCESS

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One of the keys to creating better results is to focus on processes. Consider this from John Maxwell:

“We overestimate the event and underestimate the process. Every fulfilled dream occurred because of dedication to a process.”

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10. ENJOY THE EXPERIENCE

We often get so caught up in the day-to-day routine of things that we fail to enjoy the privilege of doing what we do.

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What do you think keeps people from controlling their careers?

QUESTION

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“The most effective way I know to begin with the end in mind is to develop a personal mission statement…It focuses on what you want to be (character) and to do (contributions and achievements) and on the values and principles upon which being and doing are based. Because each individual is unique, a personal mission statement will reflect that uniqueness, both in content and form.”

Stephen R. Covey

The 7 Habits of Highly Effective People

YOUR PERSONAL M ISSION STATEMENT

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Does your career have to be enjoyable to be successful?

“As the decades have passed, I have come to realize the profound wisdom of my mentor’s remarks. The message is simple: Success comes from doing what you enjoy. If you don’t enjoy it, how can it be called success?”

David Maister

QUESTION

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How much professionals like what they do and who they serve:

20% to 25% I love this! This is why I do what I do!60% to 70% I can tolerate it.5% to 20% I hate this part.

30% to 35% I like these people.50% to 60% I can tolerate these people.5% to 20% These are not my kind of people.

DAVID MAISTER SURVEY RESULTS

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“All professionals should be expected to have a personal career strategy for making themselves continually more valuable in the marketplace.”

David H. Maister

True Professionalism, p. 107

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Every firm is like a team and has its own personality and dynamics.

What can you do to give yourself the kinds of career opportunities you are seeking?

QUESTION

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What actions can you take in your firm, if it doesn’t seem like you’re receiving the opportunity to do what you enjoy most?

QUESTION

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QUESTION AND ANSWERS

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Thank You!

[email protected]

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Who Wants to Sell? Helping your Career by

Helping Clients



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WHO WANTS TO SELL? HELPING

YOUR CAREER BY HELPING CLIENTS


DIRECTOR OF UPSTREAM ACADEMY329 of 372


Business development is a vital part of a firm’s success and organic growth creates opportunities for everyone in the firm.

A strong culture of business development that results in consistently strong organic growth is one sign of a healthy firm.

The recession is lifting and many firms are facing the perfect BD storm.

2

WHY IS BD IMPORTANT?

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• Many of their best business developers in each office and market are headed towards retirement

• Key client contacts and referral sources are headed towards retirement

• Competition is increasing every year

• Client loyalty is decreasing

3

BD CHALLENGES FACING MOST F IRMS

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• BD success is often based more on engagement size than on client quality

• They do very little due diligence (act more like vendor than consultant)

• They are far more excited about new clients than about more work from existing clients

• Rainmakers often become Mistmakers

4


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• Their BD culture focuses on selling

• Managers feel huge pressure to sell and many opt out of the partner track

• They have fewer rainmakers in the wings

• The younger generation hates selling

• Firms focus more effort on getting in front of more prospective clients than they do in helping their existing clients improve

5


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MY CAREER CHANGING EXPERIENCE

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I have studied BD for the past 30 years and know hundreds of rainmakers in professional service firms. Most BD/rainmaker courses teach similar things. The very best rainmakers do not believe in selling anything. They take a completely different approach to BD.

8

MY EPIPHANY W ITH BD

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KEY PRINCIPLES OF EFFECTIVE BD

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• The best business developers are very focused on helping others around them (clients, prospects, referral sources, etc.)

• It’s one thing to say you are focused on helping more than selling – and it’s another thing to really believe it

• Read the five best books on this subject and get committed to focus on helping others rather than trying to sell something to them

10

1. BD ISN’T ABOUT SELLING

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THE F IVE BEST BD BOOKS

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“While you cannot control what others do, you can control what you do. If your goal is to make the sale, then you are dependent on the buying decisions of others. But if your goal is to create value for others, you are dependent on nobody but yourself. When you understand this, you realize you create your own economy. The single greatest skill in business development is a highly developed sense of interest in other people”

QUOTE FROM GO-G IVERS SELL MORE

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“Many of the people who work with me would probably say that I’m a good salesperson, but the fact is, I’m miserable at traditional sales. I don’t like to talk about fees, and I don’t like to go for “the close.” But I love consulting, so I just go into sales meetings with the idea that I’m going to find a way to help them in some meaningful way. Then, if they choose not to hire me, I realize it was probably the right decision because they could see exactly what it is I do and decide whether or not it is something they need.”

QUOTE FROM GETTING NAKED

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“Every time we interact with another person at work, we have a choice to make: do we try to claim as much value as we can, or contribute value without worrying about what we receive in return?”

Adam Grant

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QUOTE FROM G IVE AND TAKE

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“I learned that real networking was about finding ways to make other people more successful. It was about working hard to give more than you get. Bottom line: It’s better to give before you receive. And never keep score. If your interactions are ruled by generosity, your rewards will follow suit.”

Keith Ferrazzi

15

QUOTE FROM NEVER EAT ALONE

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• In the book, The Go-Giver, the first principle of success is called The Law of Value – Your true worth is determined by how much more you give in value than you take in payment

• “Most of what we call effective selling is providing value. Your total job is to focus on one thing and one thing only: providing value to other people.” The Go-Giver

• How good are you at providing value?

2. PROVIDE VALUE

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• One of the things my mentor taught me is that I need to learn to provide real value with every interaction.

• A hinge-point experience with David Maister in Chicago in 2000

2. PROVIDE VALUE

17

“Sir, I would much rather be your prospect than your client.”

David Maister

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• The point is not to do just enough to get paid, it’s to see how much more value you can create than what you are paid for.

• Does your service give those you serve stories to tell?

2. PROVIDE VALUE

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• There are so many losing BD games

Aggressively waiting for the phones to ring Being opportunistic and playing the numbers

game Doing the same things and hoping for a

better result Believing your passion or hobby is your

business development but it never produces Believing that marketing is clever elevator

speeches

3. ALWAYS CHANGE A LOSING GAME

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4. BEGIN W ITH THOSE YOU KNOW

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I II

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P III IVE

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Know They Have a Need Don't Know They Have a Need

David Maister

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4. BEGIN W ITH THOSE YOU KNOW

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• It was very interesting to watch the different business development approaches professional service providers took when the recession hit in the fall of 2008.

• The majority of individuals in the accounting profession pursued the Numbers Game strategy.

• A smaller percentage of individuals took a very different approach.

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“Invest heavily in your existing clients by demonstrating an interest in their affairs. Don’t invest anything at all in winning new clients until you’re sure you’ve captured all the best opportunities in your existing client base!”

David H. Maister

WHAT DOES THIS QUOTE MEAN?

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“Too many professionals demonstrate no interest in the client, beyond the details of the current matter. They’ve never discussed the client’s strategic plan, they’ve never sat in on a client’s internal meeting, they don’t read the client’s trade rags – and then they expect the client to give them more business. It should be obvious that there’s no point in trying to generate more work from existing clients unless you have left them eager to work with you again.”

David H. Maister

WHAT DOES THIS QUOTE MEAN?

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Wanting to help others and helping others are not the same thing.

• Are you getting better every year at helping others?

• Do you continually look for opportunities to help others?

• Are you consistently adding tools?

5. GET BETTER AT HELPING OTHERS

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• It’s difficult to provide real value if you have few tools to help someone be more successful

• What are the very best ways to add tools?

• Reading

• Asking better questions

• Shadowing other trusted advisors

• Developing “best-of-class expertise”

• Continually stretching yourself – no cruising

5. GET BETTER AT HELPING OTHERS

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You should develop and execute a plan to get better every year at business development. Central to this plan will be your desire and ability to help others. Your ability to get better every year at helping others will allow you the greatest ability to work with people you like on projects that excite you. It will be difficult to call your career a huge success if you truly don’t enjoy what you do and who you get to serve.

CONCLUDING THOUGHT

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Thank You!

[email protected]

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Learning How to Solve Problems Throughout

Your Career



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LEA R N I N G HO W TO SO LV E PR O B L E M S

TH R O U G H O U T YO U R CA R E E R

FACILITATED BY SAM M. ALLRED,

DIRECTOR AT UPSTREAM ACADEMY357 of 372


Disagreements, misunderstandings, frustrated expectations and a host of other issues are normal in our busy professional (and personal) lives.

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Your ability to successfully handle problems (both large and small) has a massive impact on your success – driving your personal growth, impacting your bottom line, and affecting the amount of trust, respect, and connection you have with your colleagues.

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There’s no “easy button” for life’s problems, but there are timeless principles and proven processes that can be applied to produce positive results.

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One of the characteristics of great leaders is their ability to solve problems.

The focus of this team exercise is learning how to successfully resolve problems.

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We will provide each team with a problem to solve and will give teams 10 minutes to brainstorm the best solutions to their problems.

Each team will then share its results with the entire group.

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You are a team leader and have a team member who begins to come to meetings totally unprepared: assignments undone, shooting from the hip, etc.

What should you do?

PROBLEM #1

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You are a team leader and a team member frequently makes disparaging remarks about various firm policies and partners.

How should you handle this?

PROBLEM #2

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You are a new team leader and the managing partner has asked you to help David (a team member) become more accountable.

How can you best do this?

PROBLEM #3

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You overhear a partner make disparaging remarks about an individual you have stewardship over.

What should you do?

PROBLEM #4

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You find yourself getting increasingly frustrated with an individual in the firm who you feel is just difficult to work with.

What should you do?

PROBLEM #5

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You’ve been assigned to work on a client that puts a pit in your stomach every time you think about them.

What should you do?

PROBLEM #6

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Questions and Discussion

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Thank You!

[email protected]

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Key Takeaways from the Conference


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Please use the space below to jot down key takeaways from the conference. Your final notes will serve

as a great update to your leadership group when back at the office.

1. What was most relevant? What topics or actions seem most applicable right now for your firm or

your career?

2. The “lightbulb” moments. What’s something new that you learned?

3. Items to clarify back at the office. What topics or ideas do you need clarification on or additional

information about regarding how it’s applied at your firm?

4. Easy action items. List 3-5 easy action items that you will take after attending this conference.

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