Monday, June 7th, 2021

Fixing People

“Spend more time encouraging high performers. Most leaders spend too much time trying to fix low performers.” – Dan Rockwell (@Leadershipfreak)

The above comment certainly made me think about all the time many CPA firms spend trying to fix people, meaning poor performers.

How many poor performers do you have inside your firm? I bet you can name more than one!

The comment I always hear from firm administrators, HR managers, etc. is “the partners won’t let her/him go. He/She has been here for 15 years.”

If you have a poor performer, they are taking up space that could be allotted to a bright, ambitious, up-and-comer. They are a faulty cog in the wheel of efficiency.

It is not being mean or hurtful to a person. It is about clearly defining expectations and monitoring a person’s progress toward meeting those expectations. This has become even more important with the enhanced need to be technologically savvy when working in the accounting world.

I hear the story over and over again. We need a development plan for Sally. Do you have a sample? I ask, “How long has she been with the firm?” The answer, “Ten years.”

The bright spot I am hearing is that, because of working remotely, many firms have increased the responsibility of their managers. Managers must provide feedback AT LEAST twice a month or even weekly. A person who is not meeting expectations should know that fact before they have been with the firm for years.

  • "Leaders set high standards. Refuse to tolerate mediocrity or poor performance"
  • Brian Tracy

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