Meet John, a hard-working new partner at a mid-sized accounting firm on the west coast. We join John as he sits down for his first annual review as a partner. His managing partner, Gus, makes the feedback clear, “John, the bottom line is you have to delegate more so you can spend that time on business development and hit your new targets. We’re all counting on you.”
After helping several CPAs and firms with Strengths Programs, I’ve seen the impact it can have on individuals, workgroups and the firm as a whole. This is a culture-changer that results in better business outcomes.
I’ve come recognize a common trait among accountants: we’re a group of people who love saying yes. But as you’re working tirelessly to meet the needs of everyone you encounter, how are your own needs being met? If you're feeling further down the lousiness scale than you’d like, it might be time to establish some boundaries.
It’s easy to find reasons to pass up having a partner retreat: things are running along just fine at your firm, you’re busy and so is everyone else, plus retreats take work to put together, not to mention you had one five years ago, so you’re pretty much set.
CPAs often shy away from business development and sales calls. Maybe it's for good reason, that stuff really can kill you!