Fewer Clients with Higher Realization? Spend More Time with Those Better Clients?

Some live it, some dream it, and some say it can never happen. Where do you stand on the topic of realization and the role that it plays in your practice? These insightful, very brief video clips are a useful resource that I want to share with you. If you’re trying to get a better handle on realization, you’ll jump on this like a hobo on a ham sandwich.

How does continuous monitoring help you improve realization?

How do people know where they stand against realization targets?

How does early-warning of realization issues help your firm get paid?

How has better visibility of realization improved management of the firm and morale of the staff? 

What if realization just doesn’t improve?  When is time to let a problem-client go?

How do you enforce realization goals across the firm?  Is everyone “bought in?”

Workers 7

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As The Audit World Turns: Interview with Francine McKenna

Meet one of today’s leaders in the accounting profession, Francine McKenna, CPA. With more than twenty-five years of experience in consulting and professional services including tenure at two Big 4 firms, both in the US and abroad, Francine has a lot say. Through her speaking engagements, articles, her blog re: The Auditors, and more, Francine lays it on the line. Smart, engaging material…spectacular reading, I must say.

Q: Coming from a Big Four background, you’ve carved out a very interesting niche for yourself. Was this by design?
When I look at all my experience I see a straight line through the scatter diagram that’s led to writing and to writing about what I know the best and am most interested in the world of business. I can’t say it was by design but I don’t do anything by default. I just create as many options as possible. I started out at the end of ’06 thinking the blog would be the platform for a book. I haven’t yet written the book. But the blog took off, mostly because of what started happening in 2007 then 2008. The more I wrote about the business of the big four firms in a critical way, the less employable at what I was doing before I was. And the more attention I got for my writing the more I wanted to write. So I committed to write as well as I could and make it a success, at least professionally.

Q: Any insights on where the future of auditing is headed? Or the future of Big Four (or whatever number that’s going to be)?
I would agree with PCAOB Chairman Jim Doty’s latest comments: “The audit industry is flirting with stagnation.” I said on Twitter that the industry is worse. It’s whoring for quarters, selling audit as a commodity again, capitulating to executives to save the engagements and looking for consulting to save the day. We’ve come full circle in ten years since SOx.

Q: If a young professional told you he/she wanted to get into auditing, what would you tell them?
Go into consulting instead.

Q: What would you most like the accounting profession to know about what’s going on in Washington D.C.?
There are good people in Washington DC who want to serve the public. Fortunately for the audit industry they are few and far between. Most from both parties can be bought. Unfortunately, it’s going to cost lobbyists and the audit industry PACs more and more to buy them and politicians are fickle. You have to keep paying to maintain their attention and loyalty.

Q: What’s the most rewarding aspect of what you do on a daily basis?
When journalists I respect say I’ve written something with impact. When my parents say don’t stop because I’m finally using my talents.

Q: What have been some of the key things you’ve learned throughout your career? What might you do differently if you could go back in time?
If I could go back in time I wouldn’t listen to anyone who said I had to wait to earn bigger pay and bonuses, to get my stripes first. I was doing the work well. I deserved to be rewarded for it long before I ever was.

Q: What’s in the future for Francine McKenna?
I just started in the Masters in Liberal Arts program at the University of Chicago. I want to teach. I’ve been visiting a lot of universities lately, talking with students and faculty. Before too much longer I’d like to fully live the life of the mind. And I will write a book, but it may be fiction.

Francine McKenna 1

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Adding Onion to the Accounting Burger: The Tom Selling Interview

Ever read The Accounting Onion? It’s a great addition to our profession’s giant accounting sandwich. Find out more about its creator, Tom Selling PhD, CPA, in this delightful, informative interview. You’ll never think about an onion the same way.

Q: What would you most like the accounting profession to know about what’s going on in Washington D.C.?
Ever since the FASB and IASB have embarked on convergence, it seems that the SEC has disengaged itself from accounting standard setting. The result, I believe, is that standard-setting projects take forever; because there is no longer a credible threat that the SEC could preempt a stalled or misdirected process by issuing its own guidance. For example, it seems to me that bankers, and not the SEC, are effectively the clients for the proposed loan impairment standards. The bottom line is that I don’t think the SEC is doing its part to ensure that low-quality accounting standards will not play a role in any future financial crisis.

Q: How did The Accounting Onion come about?
I took early retirement from university teaching about seven years ago.  I have to say that the 25-year cumulative effect of petty politics from life as a faculty member was becoming unbearable; so I reluctantly left classroom teaching to focus on my consulting practice and a software company (www.grovesite.com) I had started with two other partners. I knew that a web presence would be essential for visibility and networking, and I had also discovered that search engines particularly favored blogs, ostensibly because of the relatively more current content that blogging generated — as opposed to static websites.   But, those practicalities aside, I think that blogging was also providing me with a source of stimulation that I missed by no longer being in academia on a day-to-day basis.

Q: I love how you describe The Accounting Onion with the line: “Peeling away financial reporting issues one layer at a time.” What motivates you to keep that garden growing?
I don’t know if “motivation” any longer describes what drives me to blog. It feels more an addiction! Seriously, I do miss the classroom, and I’m fortunate that blogging to inform my readers, and perchance to provoke decision-makers, has been a very fulfilling experience for me. You’re supposed to blog about what you know, and I was worried at first that I would run out of pet peeves to write about in fairly short order. But, even though my perspectives and philosophy on financial reporting have stayed relatively fixed, events like the financial crisis, international convergence and other regulatory developments continue to add to the complexity and uncertainty of the financial reporting environment. For me, as a blogger, it’s been like a gift that keeps on giving.

Q: The world of accounting has obviously changed dramatically during your lengthy career. What has surprised you in terms of what public accounting firms have done (or not done)–both positively and negatively?
The professional ethics rules emphasize that the “P” in CPA is paramount. Our government-granted franchise as gatekeepers to the public capital markets must be predicated on the principle that conscience, rather than the financial bottom line, will drive our actions as professionals— both individually and as firms. This, I believe, is the real “expectations gap.” Everybody knows to a certain extent that, even in ideal circumstances, audits and other assurance services are not panaceas. But, perhaps starting with the Enron debacle, the public is starting to realize that there is little to differentiate the motives and actions of the AICPA from other powerful and widely resented political lobbies. I have been a member of the AICPA for about 35 years, and this more than anything disappoints me.

On the bright side, though, I never cease to be amazed at the quality of reference resources that the international firms put out on the web for free. The Accounting Standards Codification by the FASB has largely been a very positive development; however sometimes it can make both new and old standards more difficult to read, in part because the topical organization of the Codification means that the main message of a standard is dispersed and no longer self-contained in one relatively readable document. Perhaps, the firms realize this shortcoming, and that’s one reason why they do such an excellent job of providing summaries, detailed explanations and examples. It seems like the firms compete with each other to have the highest quality free materials, and I am extremely grateful for that.

Q: What have been some of the key things you’ve learned throughout your career? What might you do differently if you could go back in time?
That’s a difficult question for me to answer, because I’ve always enjoyed my work and have had a great life, in no small part due to my wonderful family. I really do consider myself extremely fortunate to be able to enjoy learning and working.  I suppose there are times when I could have been more diligent or humble enough to admit my ignorance and seek one-on-one support. I have come to realize that conventional education formats were not always the most suitable learning environment for me. I think that’s why I have a lot of empathy for students who don’t get the message the first time around, and it’s also why the emergence of new learning technologies excite me, and make me want to try them in a classroom setting.

Q: What’s in the future for Tom Selling?
I wasn’t kidding when I said that blogging had become an addiction! I’m not getting any younger though, and I would really like to transition from consulting to serving on audit committees of boards of public companies. I recently accepted a part-time position at SMU where I’ll be teaching accounting theory and M&A to both their graduate and undergraduate students. The prospect of going back into the classroom makes me as excited about my future as the day I realized that I had changed my last diaper.

Tom Selling

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Interview with Sarah Galley, Firm Administrator

Meet one of today’s experienced public accounting firm administrators, Sarah Galley. A key part of a firm that started in the early 90’s, Sarah lives and breathes firm administration and its various issues every day in Dayton, Ohio. Enjoy the Q&A…

Q: What’s it like being a public accounting firm’s administrator?
Being the firm administrator at Pohlman & Talmage CPAs, Inc. is exciting, fun, challenging, frustrating, difficult and very rewarding. As a firm administrator of a 20-person firm I wear many different hats and have to be able to switch gears in a matter of seconds. I’m a cheerleader, process and procedure enforcer, a therapist, a teacher, an IT person, just the all around “fixer.” Honestly, I wouldn’t have it any other way. I get to come in to work every day and do a job I love and work with intelligent and extraordinary individuals. I would be lying if I said it wasn’t stressful at times, of course it is. I have three partners and 16 employees with very different personalities and expectations. We also have the external stressors like any organization that we can’t always control, such as the IRS or DOL. However, I feel that if our firm leadership creates a positive work environment, we as a team can tackle those external stressors in a more productive and efficient manner.

Q: What’s the most rewarding aspect of what you do on a daily basis?
Helping! That is why I am in this position. I enjoy and want to help the firm, my partners, our employees and our clients. When I go home at night if I can think back through the day and know that I was able to help us get to a more efficient place, solve a personnel or partner problem, or see our staff evolving and just becoming a stronger team, that is my reward!  

Q: If a young professional told you he/she wanted to get into accounting firm administration and management, what would you tell them?
I would tell them it is an excellent career choice if you like to help and lead people. You have to have the ability to talk with the partners and be honest with them even when they may not like it. You have to be able to cultivate relationships and gain trust and be willing to work hard. It isn’t always easy and fun, but if you like helping, if you like being part of something successful…then this is a career choice you should consider.

Q: If you weren’t in the accounting or business administration world, what career path might interest you?
I think I would have taken the route of counseling or teaching. I enjoy helping others and working towards a common goal; I like to figure out what works and what doesn’t work…and be able to be a little creative along the way.

Q: If you had to jump on a time machine and go forward 20 years, what would you tell CPAs? What would you tell firm administrators?
I would tell CPAs that it isn’t all technical. Yes, you must have the technical skills, but you also need the soft skills and be willing to change. As a CPA you are not just required to crunch numbers–you need to learn how to build relationships and talk with your clients and your employees–you have to be able to be evolving constantly. People want to know you care…that you are invested in their future. That is the key to retaining lifelong clients and employees. I would tell administrators almost exactly the same thing. As an administrator you do need to have those technical skills but you must be able to change and cultivate relationships.

Q: What’s in the future for Sarah Galley?
Besides continuing to enjoy my three wonderful children and husband, I plan to continue at Pohlman & Talmage CPAs and help the firm grow, develop and be successful. I would like to go back to school for my Master’s degree in Leadership Development or Organizational Behavior and apply that knowledge to not only Pohlman & Talmage but also to our clients’ organizations. I am fascinated by human beings and their interactions and am truly interested in all the inter-workings of a successful organization.

Sarah Galley 1

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Life’s A Sale — Living Is Selling

The Curator offers this insightful article by Bill Kistner. It’s interesting. Enjoy.

“No, that can’t be true I’m a professional,” you are thinking. So, let me help you get a handle on this by asking you a couple of questions.

> Is any part of your daily work or personal-life involved in getting others?
to understand or accept your concepts?

> How often do you find yourself trying to influence, persuade, encourage or
change others?

I believe the odds are high that you answered “yes” to one of the two questions. Your “yes” answer, clearly says you are in the business of selling.

It is easy to understand why you dislike selling or the idea of it because from childhood most of us were conditioned to dislike it. We heard tales about:  door-to-door peddlers, used car and aluminum siding salesmen. Their images produced feelings of gloom, trickery and that selling is degrading.

However, let’s change that negative picture by showing you why life’s a sale. To begin lets count the sales you made as a child. Gathering courage, you persuaded your parents to increase your curfew or stay overnight at a friend’s house. You sold Mom and Dad on getting a better bike. When older you made your best sale getting your parent’s approval to drive the family car.

Childhood sales successes groomed you for adulthood when you convinced a manager to hire you and the car dealer to drop the price on the car you wanted. Now you sell your friends, family, co-workers, and clients on 1001 things.

I rest my case for you can see that no matter who we are or what we do we are all salespeople. The question then is how can you become more effective. Because becoming a better salesperson increases your skills to help people fulfill their needs.

To help prospects and clients what tools will increase your effectiveness as a salesperson. Here are three easy to use tools that will strengthen your selling skills.

1. Sell yourself
This is about building rapport. Rapport is establishing open communication and a harmonious connection with a person. This paves the way to finding common interests and collaborating.

Yes, your credentials, expertise, abilities are the key to helping clients. However, they are not the most powerful ability you have to sell.

The most powerful capability you can sell is yourself, your essence, integrity, and character. Why, because people like and buy optimism. People like optimist because they are positive, confident promote success and pleasurable company. Optimism is a critical characteristic in sales success. Interestingly, the only thing keeping most of us from being optimistic is our attitude.

Therefore, sell yourself first it will greatly expand the value of your credentials.

2. Develop Trust
Nothing happens between people without trust, because trust is the foundation for all interpersonal relations. Trust, is the binder between people when they feel no threat to each other and understand the benefits of being connected.

To help you build trust here is a proven formula to follow.

One (1) over (RF) risk & fear = T (Trust). The one (1) is for the critical elements: Believability, Integrity and Intimacy. The more of these three elements you substitute for the one (1) over the RF – (Risk and Fear) you drive down risk and fear and increase trust.

Trust creates confidence and reliability, which opens the door to building, long-lasting relationships.

3. Ask Questions
Questions are the backbone, rhythm of all conversations. We ask questions in selling because they help us discover customer needs, gain information and build rapport.

The writer Rudyard Kipling gave us six questions that can assist us in asking questions. Those questions are: who, what, when, where, why and how.

Kipling’s questions fit the question formula called, “10 – 10 – 10”. The first ten questions are those you need to ask the prospect. The second ten questions are ones you brainstorm regarding what client’s want and needs answered. The third element provides answers to the questions you brainstormed that the prospect/customer needs, wants answered.

There is no magic in the number ten because in most industries there is the 24 to 36 questions prospects/ customers always ask. The 10-10-10-formula increases your confidence when you meet with clients/prospects.

Now you are aware of two valuable things. First, you are a salesperson and it’s not terrible or awful. Second, you now have three proven tools that can increase your effectiveness as a salesperson.

Think of all the famous people in history and consider how different things would be if Columbus had not sold the king and queen of Spain on his idea. Reflect on all the products Thomas Edison invented and sold. In short, you are in good company as a salesperson.

Bill Kistner & Company LLC
Helping You Discover & Satisfy Customer Needs
740-549-1980 — Cell: 614-795-1916 — E-mail: billkistner@mac.com

3225 Arctic Ave. Suite: 101 — Lewis Center, OH 43035

Unlock Opportunity

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The Foggy Crystal Ball of Early April

Every once in a blue moon a public accounting firm’s post-April 15 celebration party gets a little out of hand or it results in someone making a very bad error in judgment. Fortunately, that scenario doesn’t happen very often. When I worked at an accounting firm I think the most out-of-character thing that ever happened was someone having an extra beer or two (or far too much sausage and sauerkraut the one year we had the festivities at a German restaurant). What will the crystal ball see this year for the evening of April 15?

One of the latest trends in food marketing is to slap the word “protein” on the packaging, which apparently is driving such products to sell faster than vitamin-stoked hotcakes. I wonder what the crystal ball sees next in the food world? For instance, did anyone see this Greek yogurt wave coming? Fantastic yogurt, but it’s out of control, brother.

Of course, what we really care about is the next big trend in the accounting profession. What does the crystal ball see for the rest of this year and next year? So many people were banking on this being a huge M&A year in public accounting. Will that be how it plays out?

What do you think is behind the fog in that mystical future-telling window to the accounting world?

??????????

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The Thrill of It All: A Conversation with Gale Crosley

Q: What are some of the things that you love most about the accounting profession?
The people are smart, have a strong work ethic and have a commitment to high moral ethics. I know many CPAs who will work until they drop. That’s probably not a good thing. However, I admire a strong work ethic. In addition, a commitment to high ethical standards sets the tone in our profession for quality work and treating others with dignity.

Q: What are some of the key issues facing public accounting firms right now that managing partners need to keep on their front burners?
Nothing new here. Lack of investment in leadership. The impact often creates a short-term attitude and long-term problems, such as poor leadership running the firm, and sustainability and succession issues.

Q: How challenging is it to run your business? How do you juggle it all?
Thank God I have been blessed with a sufficient quantity of energy. It’s in the genes. My mother is 84 and has the energy of someone much younger. She never sits still. I’m wired the same way. The biggest challenge is admitting my energy limits and pacing myself.

Q: What’s the most rewarding aspect of what you do on a daily basis?
Seeing firms transformed into high growth machines. It’s especially thrilling to talk to clients who graduated the program years ago. The growth of their partners and firm makes it all worthwhile.

Q: What have been some of the key things you’ve learned throughout your career? What might you do differently if you could go back in time?
The biggest mistake was to try so hard to be successful at what I (emphasis) wanted to be, rather than finding my calling with my God-given gifts. I finally am there, but it took forever. I would have gone more with the flow, rather than fighting so hard to accomplish things that didn’t play to my strengths.

Q: You travel a lot. How about sharing an interesting travel story?
I’ll never forget sitting in the Las Vegas airport years ago, and over the loudspeaker the announcer said, “Would the gentleman who left his hearing aid in the restroom please report to the lost and found.” How hilarious! Because travel is so stressful and demanding, you have to look for the reasons to smile and laugh. I run into all kinds of cranky people daily and I have to remind myself that they’re all stressed as well.

Q: What’s in the future for Gale Crosley?
International. Helping CPA firms with their international niche strategy is so exciting, because there is virtually no competition, excellent market conditions, and almost unlimited growth potential. In addition, in the future I hope to help even more forward-thinking accounting firms around the world. I already know my growth model works on different continents, because a few firms have implemented it. The world is so huge, and I could work for years and never run out of firms I could help.

OLYMPUS DIGITAL CAMERA

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IRS Concludes Open-Air Parking Garages are Buildings

The Curator offers this insightful article by Kreig Mitchell. It’s interesting. Enjoy.

IRS Concludes Open-Air Parking Garages are Buildings
By Kreig Mitchell

In recent Chief Counsel Memo #20125201F, the IRS concludes that open-air parking garages are considered buildings rather than land improvements for tax purposes and that a taxpayer’s conclusion to the contrary warrants the assessment of a negligence penalty.

Classification as a building or land improvement presents a timing issue. A building generally has a 39-year recovery period for depreciation purposes, whereas a land improvement generally has a 15-year recovery period. The shorter recovery period for property classified as a land improvement generally produces a larger depreciation deduction in the current tax year.

According to field advice handed down by the IRS, a taxpayer made several arguments as to why his open-air parking garages were land improvements and not buildings.  The taxpayer argued that:

  • The applicable regulations are invalid as they depart from the legislative history;
  • The garages are not buildings because they do not have floor-to-ceiling walls, a conventional roof, and they do not share supporting structural elements; they offer only minimal shelter from the elements or protection from vandalism and theft and their primary purpose is storage of vehicles; and
  • The garages are land improvements because they are merely parking lots stacked one on top of another and not “garages” as that term is commonly understood.

The IRS field advice rejects each of these arguments based largely on a literal reading of the applicable regulations and certain concessions in the taxpayer’s submissions. This is consistent with Coordinated Issue Paper LMSB4-0709-029, which the IRS made public in 2009.

Despite assertions from the IRS, it is not altogether clear that the taxpayer’s position is incorrect or whether the taxpayer’s facts warrant the imposition of a negligence penalty. It is also not clear whether the IRS would reach the same conclusion if the facts were slightly different, such as if the parking garage was designed in a way that no one floor functioned as a roof for a lower floor, if the parking garage was situated entirely underground, or if the parking garage had an additional primary function–such as storage for supplies, tools, or other equipment.

If anything, this field advice serves as another warning to taxpayers that a contrary position will be challenged by IRS examiners and may have to be resolved by the IRS Appeals Office or the courts.

About the Author
Kreig Mitchell serves on the advisory board of Engineered Tax Services and is tax attorney focused on federal and state research tax credits and incentives and tax controversies. During his career, Kreig has worked as a tax attorney in private practice, a tax consultant for a research tax credit firm, and an attorney and appeals officer for the IRS. He is also the author of Research Tax Credits, a book published by the American Law Institute-American Bar Association and his research tax credit articles are in a number of well-respected tax publications.

ETS Disclaimer
The article is designed to provide authoritative information on the subject matter covered. However, it is distributed with the understanding that the publisher, editors, and authors are not engaged in rendering legal, accounting, or other related professional services for your client base. Consequently, it is your responsibility to exercise all of the necessary measures to ensure proper tax preparation and tax advisory services for your client base.

Circular 230 Disclaimer
Circular 230 Notice: In compliance with U.S. Treasury Regulations, the information included herein (or in any attachment) is not intended or written to be used, and it cannot be used, by any taxpayer for the purpose of i) avoiding penalties the IRS and others may impose on the taxpayer or ii) promoting, marketing, or recommending to another party any tax related matters.

Parking Garage

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Freedom of Choice: It’s What You Want

Does excessive executive pay make your blood boil? Should a CEO of a big public company make $30 million a year? In Switzerland, there’s a new law that requires shareholder approval of executive compensation at all publicly traded companies. Good idea?

In the U.S., we regularly read about huge bonuses paid to top executives of large public companies—with the chief criteria for these bonus amounts being tied to stock price performance. With such incentives based on that primary goal, how can a company’s foundation be built soundly and without shortcuts and cracks?

As with most everything else in our free market society, the power lies with the people. Fortunately, we not only can vote at the polls, but we can also vote with our wallets and purses every day. Freedom of choice—it’s a wonderful privilege. If you don’t like what’s going on at a certain company, well, then don’t buy their stock, their products or their services. That’s the most powerful message that anyone can send.

Freedom

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What’s On Your Highlight Reel?

As always, Accounting Today’s Top 100 Firms edition is so full of substance it’s like going to a meat ‘n cheese buffet. Strap on the feed bag. The section that grabs my interest first every year is the “Firm Highlights” summary. Each Top 100 firm has but a few lines to put their best foot forward touting their crowning achievements of the previous twelve months. Most of these firms display their broad strokes in this section with mentions of mergers, acquisitions and new service lines. For those firms declaring “had revenue growth of x-percent,” it leaves me thinking that nothing special happened with their firm and that they merely grabbed a few new clients and it was all business-as-usual. I suppose some years are like that, but I do wonder what’s below the surface of that “ten-percent growth” statement.

The following are some of the “firm highlights” that struck me:

*Moving to managing by service line
*Formed two new service areas: a specialty tax services group and a transaction advisory services group
*Expanded strategic planning task force to include “up and comers”
*Deepened industry expertise through hiring experienced staff
*Fastest growing client category – real estate
*Launched an online risk management tool
*Formalized wealth management practice

What is your firm or company doing in 2013 that will be worthy of the highlight reel this time next year? It had better be something more dynamic than:

*Moved to a new office building
*Had a hip deejay at the post-April 15 party
*Got a new coffee machine in the company kitchen

Coffee Pot_Old

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