Archive for the ‘Millennials’ Category
Saturday, July 12th, 2014
I love this short video from the folks at Robert Half.
As, I talk with CPAs around the country, most of them seem amazed that helicopter parents are actually calling “bosses” at CPA firms in inquire or complain about something on behalf of a young staff person. Larger firm are developing programs to deal with the parents who show up with their young person for the job interview!
Does your firm have a way to connect with parents? Remember, most young people entering your firm have had intense parental support. Build on that.
Because this depiction is extreme, it makes you smile – yes, lighten-up, it’s the weekend!
My heroes are and were my parents. I can't see having anyone else as my heroes.
Thursday, July 10th, 2014
Want to create a culture of employee engagement? That means a culture where people are passionate about their work and their firm. They care. They feel like owners whether they are actually an equity owner or not.
As a leader, owner, partner.. how well do you know your people? Sometimes I think that firm administrators and HR managers are much better at knowing the people who work at the firm much better than the owners.
If you are a boss (partner, manager, firm administrator) inside a CPA firm, employees working for the firm want to know you better AND they want to be noticed by you. Yes, you are busy with your “outside” clients but you can’t serve them very well without your “inside” clients.
Develop a list of questions that are appropriate for your firm and use it with every person to get to know them better. Sales people use such question lists to know their clients better than their competition knows their clients. Harvey Mackay even developed a listing o 66 questions (you can download his version) for sales people.
Here’s some suggestions for a CPA firm version:
- Hire date
- Where they live
- Where they grew-up
- Spouse name
- Names of children:
- Firm anniversary date
- High school – year graduated
- College – year graduated
- Sports participated in at college
- College fraternity or other activities
- Military service
- Spouse’s occupation
- Spouse’s interests
- Previous employer
- What community/charitable organizations interest them
- Favorite place for lunch
- Favorite place for dinner
- Hobbies or recreational activities
- Favorite type of music
- Favorite place to vacation
- Favorite professional/college sports teams
- What kind of car do they drive
Do other firms, trying to hire this person away from you, have better information than you do?
The work begins after you gather all the information. Now you must study it and be able to ask them about their family, comment on their sports team winning or losing, ask them to lunch and go to their favorite place and so on. This list and your behavior could make your firm a place where people are truly engaged, passionate, productive and proud.
If you wish others to believe in you, you must first convince them that you believe in them.
Wednesday, May 21st, 2014
I love to hear real-life stories of how young, CPA professionals developed, improved, grew professionally, worked hard and became a partner in their CPA firm.
Marc Rosenberg shared some wonderful information on a recent blog post. He featured three (young) partners on a panel and asked them how they succeeded and how some experienced partner/mentors helped them.
I’ve been on a roll lately about mentoring (all my posts a couple of weeks ago were about mentoring).
One question Rosenberg asked these young partners was, “What are some techniques used by your mentors to help you learn and grow?
The 3 young partners replied: Although we are improving at it, none of us made our mark by being a rainmaker. But our partners did two things to help us along. First, they understood that it’s easier to grow a book of business if you have one to begin with. Partners delegated clients to us, allowing us to capitalize on our strong client relationship skills to develop more business with existing clients through expanded services and referrals.
Second, when clients called the senior partners and left a message, they would forward the message to us, fill us in on the details, give us some “talking points” and have us return the clients’ calls. It didn’t take long for the clients to start calling us first.
Common thread: the partners were proactive in helping us advance.
If you want to be a better mentor, re-read the reply above! Kudos to them, Marc Rosenberg and to the partners at Weiss & Company, Pasquesi Shepard and Mowery & Schoenfeld.
The state of your life is nothing more than a reflection of your state of mind.
Dr. Wayne Dyer
Monday, May 12th, 2014
If you follow this blog and attend my sessions at various conferences for the CPA profession, you know that I talk and write a lot about the Millennial generation and how they impact the CPA profession.
From 2006 until 2009 I received many requests for information on generational understanding inside CPA firms. I thought we had it covered. Wrong. I am once again getting many requests for more information on how build on generational understanding, rather than fight it, inside CPA firms.
That’s why I enjoyed a recent HBR blog post by Lauren Stiller Rikleen: The Commencement Speech Parents Need to Hear. Please follow the link to read it. Also, read some of the comments posted below the article.
Here are just a few highlights that I hope will entice you to read the entire article:
- To retain Millennials and develop their leadership potential, set aside preconceived notions and, instead, pay attention to what truly will motivate young employees.
- Often we tag Millennials as “entitled.” Actually, it is usually self-confidence and self-respect that you, parents, have instilled in them.
- Pay greater attention to workplace dynamics, particularly around technology.
- Recognize that research consistently documents that Millennials are committed to a life in which family responsibilities are not overshadowed by work. This is no longer a woman’s issue alone, desire for flexibility has become a gender-neutral issue.
As CPA firm leaders, keep in mind that the Millennial generation is a huge and powerful weapon that will help you propel your firm into future profitability, growth and success.
I am a man of fixed and unbending principles, the first of which is to be flexible at all times.
Monday, May 5th, 2014
I’ve been helping CPA firms establish and/or renew mentoring programs for years. Back in 2008, The Journal of Accountancy featured one of my articles on mentoring for CPAs. The interesting thing is that mentoring is the foundation of the CPA profession:
An older, more experienced accountant teaches a younger, newer accountant how to be a CPA.
That’s how I’ve seen it work for years and years inside CPA firms. Yet, so many experienced CPAs ask me: What do I say? Where do we meet? How long do we meet? Do I help them set goals? Do I help them achieve goals? What if I don’t know the answers?
This week’s blog posts will be all about mentoring in the CPA firm world. Let’s start with a history lesson.
The Story of Mentor – Greek Mythology
The story of Mentor comes from Homer’s Odyssey. Odysseus, king of Ithaca, fights in the Trojan War and entrusts the care of his household to Mentor, who serves as teacher and overseer of Odysseus’ son, Telemachus.
After the war, Odysseus is condemned to wander vainly for ten years in his attempt to return home. In time, Telemachus, now grown, ventures in search of his father. Athena, Goddess of War and patroness of the arts and industry, assumes the form of Mentor and accompanies Telemachus on his quest. Father and son reunite and cast down would-be usurpers of Odysseus’ throne and Telemachus’s birthright.
The word Mentor evolved to mean trusted advisor, friend, teacher and wise person. History offers many examples of helpful mentoring relationships: Socrates and Plato, Hayden and Beethoven, Freud and Jung. Mentoring is a fundamental form of human development where one person invests time, energy and personal know-how in assisting the growth and ability of another person.
One thing that Mentor said to Telemachus might apply to some situations inside your accounting firm as you truly begin to mentor your less-experienced accountants:
“You must not keep acting like a chid – you’re too old for that now. You are fine and strong, I see. You should be brave, so people born in future years will say good things of you.” – - Mentor
Stay tuned this week for more on mentoring. I will be sharing some practical steps and examples/samples that are focused on both roles: The Mentor and the Mentee.
Children must be taught how to think, not what to think.
Wednesday, April 23rd, 2014
You arrive at the office on Friday morning and immediately you hear the news from one of your partners, your firm administrator or the HR director….. “Sally gave her notice late yesterday afternoon!”
Sally has become a key person on your team. She had just been promoted to Supervisor and was not only building some strong client relationships, the younger team members were requesting to be assigned to her jobs.
Yes, she got a great offer from another firm, an offer that was almost too good to be true. And, yes, you have been stalling on promoting her to manager because you already have 12 managers and are not sure what the future truly holds for her at the firm. You have delayed talking to her about all this and even though she has been asking questions about her career path.
How do you replace her? You are thinking about the recruiter fees you will be paying to get someone with her experience. WAIT…. don’t you have an internal mobility plan? If not, you should begin one now.
Although promoting from within is a common practice inside of firms, I often hear, “we don’t have anyone ready to handle her accounts, no one is experienced enough.”
Before you go outside to hire, consider asking your Seniors to stretch a little and fill the role of Supervisor. Ask your associates to stretch a little and fill the role of Senior. You get the idea.
Your best performers (at whatever level) are looking for career advancement and career development. They will step-up and go above and beyond if you present the opportunity. They are waiting for you to ask and they don’t want you to bring a stranger in from the outside.
Besides, your own internal candidates already know your culture, procedures and quirks. Give them a chance. You might be surprised at how eager they are to stretch…. if you give them the opportunity.
Success is due to our stretching to the challenges of life. Failure comes when we shrink from them.
John C. Maxwell
Friday, April 4th, 2014
This morning I am going to take a trip down memory lane in hopes that it might inspire, encourage or ignite many females and non-CPA professionals working in the profession of public accounting. It might also be a heads-up for CPA partners who depend greatly on non-CPAs and women in accounting to help create a profitable, growing, highly-recognized accounting firm.
I was doing some research and came across a self-evaluation I did early in my career for a mentor/coach I was working with. When I saw it I was surprised. I don’t recall making the comment but I can see how it applied to public accounting 30 years ago.
Below is what appeared on the self-eval form for me – by me. It was not seen by “management” in my firm, just by my outside-the-firm coach. Here’s how I felt early in my career.
Question: 1. Describe the three most important things this person could improve upon in order to increase overall effectiveness.
My self-evaluation answer: Get a sex change and become a CPA
As I reflect upon it now, the comment seems sad (but true). I am somewhat amazed that I felt this way. At that point in time I could have given up but I didn’t, even though I felt that if I was not a CPA and a man, I could not be effective and successful in the CPA profession.
Now, I know that my thoughts during those early years working in public accounting were wrong. As I look back, I must admit that my path wasn’t easy. It’s still not easy to build a career in public accounting whether you are a male, female, CPA or not. The fact is, success in business, in general, is not easy. Life is not easy. You must have a passion for what you do and you have to work hard.
Don't limit yourself. Many people limit themselves to what they think they can do. You can go as far as your mind lets you.
Mary Kay Ash
Friday, March 28th, 2014
I’ve been studying and talking about the Millennial generation in CPA firm circles for many years now. It seems amazing how time has passed and Millennials are turning 34 years old this year. I am sure you have many of them working inside your firm.
Sometimes I think we still under appreciate and under-rate them. I like to tell the story of the firm I was with for so many years. When the founder retired, he named his successor. The successor was 32 years old at the time. That’s when our firm took-off on a growth and improvement path and we never looked back. How many firms do you know now that have a 32 year old managing partner?
Recently Pew Research has provided some insight into “Millennials in Adulthood.”
The Millennial generation is forging a distinctive path. They are relatively unattached to organized politics and religion, linked by social media, burdened by debt, distrustful of people, in no rush to marry and optimistic about the future.
Pew Research Center surveys show:
- 50% now describe themselves as political independents
- 29% say they are not affiliated with any religion
While they are disaffiliated, Millennials stand out for voting heavily Democratic and for liberal views on many political and social issues.
Another interesting fact on the Millennials, just 26% of the generation is married. When they were the same age, 36% of Gen-Xers were married, 48% of Boomers and 65% of the Silent Generation were married.
The Pew research will give you some valuable insights into the Millennials working inside your firm. Follow the link to the article and read much more on this topic. Share his link with your partners and with your HR people.
Building a great team inside a CPA firm means you need to understand them no matter what generation they are.
Parenthood - It's about guiding the next generation and forgiving the last.
Monday, March 24th, 2014
When I was working inside a growing CPA firm, we (the partners) would often remark to each other and to others involved in hiring, “Hire them for the sparkle in their eye.” Then, as you can probably imagine, once hired them we proceeded to grind that sparkle out of them!
The sad part is that the managers and partners directly supervising the young people didn’t even realize they were doing it!
Although we were far from a sweat shop, when we hired them for their personality, their sparkle, we should have done a better job at enabling them to shine along with a reasonable measure of hard work and dedication to quality client service.
All of this came back to me as I was reading an article by Andrew Argue of The Bean Counter, as he gives great advice to young people building their careers in public accounting.
Bosses and employees in public accounting can both gain insight from Argue’s article, Don’t Let Your Boss Keep You Down.
Remember, people don’t leave firms, they leave managers and as Argue notes, the best managers don’t make you feel tiny, they make you grow.
The simple act of paying positive attention to people has a great deal to do with productivity.
Wednesday, March 12th, 2014
Last week Pew Research released the results of a new study focused on the Millennial generation.
One of the findings could mean a lot inside your CPA firm. The issue of trust:
Millennials have emerged into adulthood with low levels of social trust. In response to a long-standing social science survey question, “Generally speaking, would you say that most people can be trusted or that you can’t be too careful in dealing with people,” just 19% of Millennials say most people can be trusted, compared with 31% of Gen Xers, 37% of Silents and 40% of Boomers.
When I see a group of partners who truly seem to trust each other, their firm excels. If I encounter an administrative team inside a firm that trust each other, they provide amazing service to their internal and external clients.
In the majority of firms I encounter, I do not see an outstanding culture of trust.
In Patrick Lencioni’s book, The Five Dysfunctions of a Team, he identifies Absence of Trust as the foundational dysfunction. Trust is the foundation of real teamwork.
One major factor in the lack of trust culture inside CPA firms is the issue of inclusion. Young people are excluded from many management activities and conversations. Partner meet, managers meet and the rest of the accounting team just wonders what they are meeting about.
Include your Millennials. They are the ones 33 and under. They have great ideas and a unique perspective.
I'm not upset that you lied to me, I'm upset that from now on I can't believe you.