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The rate of change in the accounting profession is greater than ever, and there are no signs of slowing down. Integrating technology with st

Every firm leader wants to enhance their firm’s operational efficiency.

Annual goals. We all have them; we often start them in January with the best intentions. But sometimes we don't finish them. If a few goals got lost in the shuffle over the last few months, there's still time to make progress on them—if not achieve them—by year-end. And where can you improve? What can you build on? What do you want to learn more about? How do you want to transform yourself? Maybe you can start by thinking about several of the outcomes below.  Stretch yourself

Creating efficient and effective processes and continually improving those processes is key to sustainable success in an accounting and advisory firm. However, cultivating this environment is often easier said than done. It requires a commitment to constant change, a willingness to embrace that change and—perhaps most importantly—the right people leading the charge. Enter the cross-functional team—a diverse group of individuals from different levels and departments who bring

In every firm, there are at least two levels of thinkers. There's the strategic level – the people who see the big picture and where the firm (and its clients) need to go – and the task manager level – the people who actually get the work done. Between those two ends of the spectrum is an important level: the insights people – those critical thinkers who ask questions, challenge the status quo, and ultimately improve any initiative. These critical thinkers are essential to a

Performance management is undergoing a paradigm shift in accounting firms and across the business landscape. We see a movement away from...

Do you want to ensure that your top performers stay engaged and productive over the long term? Do you want to keep them on the path to...

At a recent Boomer Leadership Academy session, there was a lot of discussion about what happens when leaders don’t lead. Some of the young managers in the group feel they’re not getting the help they need from partners to meet their goals and move in the right direction. For example, several passionate professionals expressed frustration with business development expectations. It’s not that they don’t want to help the firm bring in new clients and offer new services to exist