Archive for the ‘performance evaluations’ Category
Wednesday, February 1st, 2012
Tomorrow there is a great opportunity for you and/or your firm’s HR leader
Sandra Wiley of Boomer Consulting will be live on iShade between 1:00p and 3:00p Central on Thursday, February 2, 2012 to answer all of your questions relating to the HR issues inside your busy CPA firm.
Wiley will also share great information on the HR outlook for firms for 2012.
Just log-in to iShade on Thursday at the appointed time and go to the Practitioner to Practitioner Group and look for the Discussion Topic “Human Resources Q&A with Sandra Wiley.”
It’s a great opportunity for all of you dealing with HR inside CPA firms. If you read this and are not the HR leader in your firm, please forward this blog post to them.
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People often say that motivation doesn't last. Well, neither does bathing - - that's why we recommend it daily.
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Zig Ziglar
Tuesday, January 24th, 2012
I hope you read my post from last Friday (January 20, 2012). It was titled, Build On Your Strengths. I posted it to share my exciting and educational jungle adventure in Costa Rica with you, my online friends, and to also make a point for all CPAs, in general.
Whether you are a CPA in public practice or a CPA, CFO running a challenging accounting department, I hope you will shed the reputation that many CPAs have acquired. I’m talking about being “nit-picky,” “critical,” “a perfectionist,” “adverse to change” and so on. Many partners in CPA firms also have a strong reputation for wanting things done “their way” and are critical of those who excel in different ways.
I always tell young accountants, non-accountant professionals working in firms and members of the administrative team to remember that CPAs have been trained intensely for years and years to find mistakes, to be critical, to look deep for errors and thus often focus on weaknesses when evaluating their own team members. It seems to help these non-partner, yet important team members, to understand why some more experienced CPAs are the way they are.
For 2012, please consider adjusting your performance review and evaluation system to build on strengths. That is the value of a team. If you can’t do that, maybe you should be a sole proprietor (and many of you have wisely chosen that role).
Alan Weiss has a good message this week in his Monday Morning Memo:
This week’s focus point: I’ve read that Picasso’s mother told him that he would become Pope if he joined the clergy, and a general if he joined the military. But he reported that he preferred art and “I became Picasso.” The great architect Frank Lloyd Wright said, “I once had the choice between hypocritical humility and honest arrogance, chose the latter, and have never regretted it.” I’m suggesting that, short of tedious smugness, we take some time to recognize our strengths and build on them. Too much of “self-help” is about correcting weakness, as if we’re all somehow damaged. Organizations and individuals grow by building on strength. And if you don’t blow your own horn, there is no music.
Please reflect upon today’s quote from Churchill. If you, as firm leaders, are more inclusive with ALL your people and move away from the chosen few making all the decisions without significant input from your entire team, nothing is impossible.
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If we are together nothing is impossible. If we are divided all will fail.
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Winston Churchill
Wednesday, January 4th, 2012
As I work with CPA firms, I see a lot of performance evaluation, review and feedback systems that are well-documented, and fairly-well carried out.
One aspect that troubles me is the lack of a goal setting process that truly causes CPA team members to grow, improve, change, initiate, contemplate and most of all – STRETCH.
What is a stretch goal? Here’s the definition from the Business Dictionary on the web:
Stretch goal – that cannot be achieved by incremental or small improvements but require extending oneself to the limit to be actualized. Expressed in the saying, “You cannot cross a chasm in two steps.”
Don’t you love that saying? Do you find it applies to some problems inside your firm?
In many firms there are major chasms to cross and although I usually recommend “baby steps” for creating change inside CPA firms, there are often times when baby steps simply will not work. The problems are too big and need confrontation to resolve.
That’s when you must “face the music and dance!”
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The hardest job kids face today is learning good manners without seeing any.
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Fred Astaire
Tuesday, October 4th, 2011
Inside CPA firms, people with authority often avoid difficult conversations. You can call them crucial conversations, critical confrontations or even honest performance feedback. If there is something unflattering to say, people often choose to simply avoid it or ask someone else to do it.
An example might be that the firm has a very clearly defined dress appropriate policy, however, Julie constantly ignores it and everyone notices. Bill, a manager, stops the firm administrator in the hall and says, “Did you see what Julie has on today? Could you please talk to her about it?”
I usually find this happens to firm administrators in CPA firms and sometimes to managing partners. It happens to some managers but not all, because there are select people in a firm who seem to have a natural ability to actually talk about the tough issues with people.
What do you do when a “messenger” discusses a performance problem they are having with someone or uses you to complain about another person in the firm?
Delivering unflattering feedback and becoming a problem-addresser rather than a problem-bearer is a skill that can be learned.
Check-out this helpful blog post, How To Respond When Someone Brings You A Problem, on a site called Leadership Coaching, Inc.
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Boredom, after all, is a form of criticism.
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Wendell Phillips
Wednesday, August 24th, 2011
Jennifer Wilson of Convergence Coaching, had a good article in the CPA Insider a while back. Jen asked the question: Does my personality let me off the hook on performance?
First of all, I love the question. During my many years working with CPA firms of all sizes, there is always someone inside most firms who seems to get a “pass” or “get out of jail free” card. They don’t follow the rules. They prefer to ignore the guidelines and they often claim ignorance…. “I didn’t know that’s how we do it!” But, the disturbing part is that others within the firm let them get by with it and the culprit is usually a partner.
Whatever happened to leaders setting the example? I love the quote by Albert Schweitzer: “Example is leadership.”
Wilson explores some interesting ideas in her article, such as:
- It is important to understand each person’s history, preferences and motivators.
- We need people with diverse personalities.
- All people should be given the opportunity to modify their behavior to meet the firms expectations.
- There should be expected results from every position on a team.
The final word from Wilson: No, your personality preferences and other character traits that make you special and unique don’t let you off the hook for meeting performance expectations.
Be sure to read the entire article via the link above.
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Few things are harder to put up with than a good example.
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Mark Twain
Monday, July 25th, 2011
When you are responsible for the progress for other people inside your firm, what should you be doing?
Here’s a list. You should:
- Monitor performance
- Conduct interim and annual performance reviews
- Establish and monitor practice development and training plans
- Provide strong encouragement and support so that the team member passes the CPA exam within two years of joining the firm
- Stress that public accounting is a professional career and more than an 8 to 5 job
- Stress the importance of great client service
- Communicate career track expectations and timelines
- Be a cheerleader for the team member
- Help the team member build their asset
- Stress that the firm needs future owners
- Set high expectations and help them establish stretch goals
- Encourage them to take ownership of clients; don’t pass-off responsibility when they move on to the next assignment
- Challenge them to take things from people above them – encourage them to ask, “What can I do that you are doing?”
- Encourage, push and lead by example
- Pay attention. This is not a passive job.
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Success is not final, failure is not fatal: it is the courage to continue that counts.
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Winston Churchill
Tuesday, July 5th, 2011
By now, most CPA firms I talk with have moved to an automated, digital solution for their employee performance review (management) system. Some are using a digital, online form that they have created themselves and many have embraced a software solution like Halogen eAppraisal.
I first learned about Halogen from Kathy Anthony, administrative partner, at O’Sullivan Creel, a Gulf Coast firm with 150 team members.
In the first year of implementation, O’Sullivan Creel saved 386 hours on time posted to performance management and that level of savings has been met or exceeded each year since.
If your are considering a new system for your firm, read this short O’Sullivan Creel story on the Halogen site.
Most CPA firm leaders find that performance reviews get stale after a few years. You should be modifying, updating and keeping up with current trends on a continual basis.
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Only undertake what you can do in an excellent fashion. There are no prizes for average performance.
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Brian Tracy
Friday, May 20th, 2011
It’s that time of year again for many CPA firms. Time for annual performance appraisals. I’ve talked to a couple of firms just this week about this topic.
Even in the most disciplined of firms, firms that have well-documented performance management systems, the annual review can often be viewed by both reviewers and reviewees as painful, boring, dreaded and even worthless.
Just a few quick tidbits of information this morning to help you manage this big, annual project that usually monopolizes a lot of time from a lot of people.
From all of my conversations and interactions with firms, I hear a lot about Halogen eAppraisal. Many CPA firms use it and like. Follow the link to learn more.
Here are links to some of my older blog posts that deal with performance evaluations:
Is No Performance Review an Improvement Over What You Do Now?
Everybody Gets A Raise in Pay
Performance Review Pitfalls
Streamlined, Digital Performance Evaluations – Peterson Sullivan
Don’t forget about upward performance feedback for your partners/owners. Look under Categories on the right side of this blog for Performance Evaluations to find more on this topic.
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I've got a theory that if you give 100 percent all of the time, somehow things will work out in the end.
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Larry Bird
Friday, March 18th, 2011
As you prepare for your management retreat this year, are you having your team grade you on your performance? Is a survey on your performance part of your firms regular feedback system?
On a scale of one to seven, with seven being outstanding how do you think you would rank? Often leaders are expecting a 6 or 7 and they are very surprised to receive a 3 or 4!
Honestly, I like to see a firms culture where upward, anonymous surveys are not necessary because leaders are continually asking for honest feedback, verbally, and giving honest, career-building feedback almost every day. However, I find that this is not usually the case. I am sad to report that I often find team members hesitate to be honest because they have some fear of retaliation
If you ask for feedback and receive some unfavorable ratings, it should not come as a surprise to you. Could some of your comments sound like these?
- Bill needs to be more available.
- Joe needs to make more timely decisions.
- Sharon needs to be more clear and direct with her direct reports.
- Mary seems to reward mediocrity.
- Eric is always too busy and doesn’t seem to have time to give us feedback.
- Sam’s challenge is being able to really hold people accountable.
- Barry needs to be able to use the firms technology better.
- Firm meetings are a big waste of time. We try to cover too much too slowly.
Of course, there are always a lot of positives, too. And, even with the negatives, the main point is that feedback is needed and should be acknowledged, discussed with the team and some action steps put in place. As leaders, once you ask for and receive your team’s feedback you need to visibly demonstrate that you take their feedback seriously and that you are making progress.
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Just cause you got the monkey off your back doesn't mean the circus has left town.
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George Carlin
Monday, March 14th, 2011
Sure it is a very busy time inside CPA firms right now. However, never lose sight of the fact that to move ahead in your career, you MUST have feedback.
You are already a leader in your firm, because leadership is action, not position. What do I mean by that? If you are setting a good example, if you have a positive attitude, if you remain focused on your personal goals, if you surround yourself with the positive people in your firm and steer clear of the whiners, you are a leader.
Some of the most effective leaders in CPA firms are the Directors of First Impressions (receptionists). They smile most of the time, greet clients and staff enthusiastically and genuinely and perform their role to the best of their ability.
Okay, you can be positive and friendly most of the time, but what other trait is a must as you build your career as a CPA? In order to continually improve and become a super star, you must receive accurate feedback. Feedback is the art of collecting insight from others and applying it to your personal behavior.
Most CPA firms have a process already established to provide feedback – downward, upward and peer-to-peer. However, even though the firm has the systems, timely, accurate feedback seems to be a struggle and almost a lost art inside many firms. If you would like a sample of an After-the Engagement feedback form, you can download one from my Dropbox.
If feedback is lacking in your firm, it is up to you to do something about it.
If you want feedback – ask for it. More experienced CPAs usually offer newer accountants lots of feedback in the beginning. However, as time goes on, if you don’t welcome feedback, those around you will stop giving it.
Feedback that is timely helps the most. If you wait to ask or if it is given too long after-the-fact it is almost meaningless. It is also so much easier to give and receive honest feedback if it is done immediately, on the spot.
Seek feedback from those closest to you. The best advice comes from those closest to you on a daily basis. Be sure to ask the manager or partner on your current engagements, ask your peers who have worked on client engagements with you and ask the administrative people in your firm who interact with you daily.
Don’t get defensive. Sometimes the feedback you receive might not be completely accurate. Contemplate the positive, the negative and the off-target feedback with grace and style.
Keep the communication and feedback alive and healthy inside your firm by asking and giving timely feedback. Experienced, long-time CPAs need it as much as beginning accountants. Administrative team members need it, managing partners need it, firm administrators need it, marketing directors need it and it is the responsibility of all these same people to give feedback generously.
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Feedback is the breakfast of champions.
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Ken Blanchard
