Tag Archives: management

Future Success of Your Firm?: Interview with Jennifer Warawa

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Meet one of today’s leaders in the accounting software world, Jennifer Warawa. As the Vice President, Partner Programs and Channel Sales at Sage North America, Jennifer has a wealth of experience working with accounting professionals. Enjoy this insightful, educational and entertaining Q&A…

Q: The world of accounting marketing has obviously changed dramatically in recent years. What has surprised you in terms of what public accounting firms have done (or not done)–both positively and negatively?
A: Every year we do a membership study for the Sage Accountants Network and when we ask accountants what keeps them up at night, the #1 response for many years now is how they can get new clients. What I find very interesting is that although this continues to be a top challenge, we still haven’t seen the profession really change their approach to how they get new clients. In fact, I spend a great deal of time visiting accountants all over North America and quite often when I ask about their marketing strategy, I find they often don’t have one at all. In our recent research of U.S. accounting firms, 65% say they actually don’t even have a website. In order to grow their firms and attract new clients, there will need to be a shift in the profession’s approach to marketing which needs to include embracing new marketing methodologies such as digital marketing and social media. On a positive note, we are starting to see more and more of the “next gen” mindset emerging in public accounting. I believe next gen is unrelated to age but is more in how someone embraces change and new ideas. We’re seeing professionals of all different ages step up with a great deal of passion, ready to transform their firms, and we love working with those individuals as they create their new future.

Q: If you had to jump on a time machine and go forward 20 years, what would you tell CPAs?
A: Innovation isn’t about technology alone. Change is happening at an unprecedented rate and we don’t see any signs of it slowing down in the near future. Few people have taken time to really think about what “being innovative” means to their firm or business. Many view innovation as technology alone but I challenge that thinking because I believe innovation in how you run your business or firm is equally as important. From the services you offer, to your customer and employee strategies, to how you brand yourself; this all should be thought of as innovation. If a firm sees picking up the latest and greatest technology as their key to being innovative, they are missing a large component in their future success.

Q: How has your role at Sage evolved over the last couple of years?
A: When I started with Sage almost five and a half years ago, I was solely focused on the Canadian market and about three years ago added the U.S. accountant business to my responsibilities which has made for a very exciting time in my career. I love the North American outlook and there are so many learnings each market can take away from the other.

Overall, I think my role has evolved and changed as Sage itself has evolved and changed. Over the last few years Sage has become increasingly focused on its core solutions, has made some tough but necessary decisions, and has restructured its product names and focus to a unified Sage brand. All of these changes require everyone at Sage to reinvent ourselves in many ways and it keeps us learning, growing, and challenging the status quo. I love it!

Q: What have been some of the key things you’ve learned throughout your career? What might you do differently if you had it do to all over again?
A: Wow – that’s a big question!

First, I would say that sometimes your biggest roadblock is your own opinion. You think you know something but quite often, it’s really just your perspective, and the ability to be able to set your opinion aside and be open to new ideas and alternate solutions is critical to success.

Second, the outcome is always proportionate to the effort you put in and nothing good just falls in your lap. There is no replacement for hard work, commitment, and dedication.

Third, it’s all about the people. It goes back to that saying that no one will remember what you said, but they will remember how you made them feel. Treating people with respect and maintaining your integrity are so important through all circumstances and situations.

As far as what I’d do differently, I can honestly say nothing immediately comes to mind. I grew up with entrepreneurial parents who owned their own businesses and learned many lessons about business before I even learned how to drive. I then spent a wonderful (and adventurous) 12 years starting, growing, and then selling a small business. Entrepreneurship taught me an incredible amount – lessons I still use every day. Now I am working for a global company with endless opportunities. I have been very fortunate!

Q: You travel a lot. How about sharing an interesting travel story?
A: There is certainly no shortage of interesting travel stories – I think I have one from almost every week I’ve spent on the road! One of the most memorable was when I was traveling to Vancouver from Atlanta with a connection in Seattle. Our flight out of Atlanta was delayed and as a result, I missed my connection which happened to be the last flight of the day. The airline put us up in a hotel in Seattle and after a very long day of travel, I arrived at the hotel just after 1:00 am. There was a lady on my flight that was on the same shuttle bus as I was and when we arrived at the hotel she was informed she had mistakenly gone to the wrong hotel and was told to go back to the airport and catch a different shuttle bus to the correct hotel. She almost started crying realizing she would get minimal sleep as it was literally the middle of the night and her new flight was before 7:00 am. I felt her pain and after confirming my room had two beds, I offered her my second bed which she gratefully accepted. The funny part is as we were lying there dozing off to sleep, she quietly asks “Um… what is your name?” I was happy to wake up after my brief 3.5 hour “nap” and see that my purse had not disappeared!

Q: Outside of your work duties, what else do you like to do? How do you spend your down time?
A: I am married and with all the travel I do, when I finally get some down time it’s great to just hang out with my husband and our “fur babies” and stay relatively close to home. I love reading, writing (I have various blogs I contribute to), and just getting outside. I have been told I am “solar powered” and it’s true – I love being outside on sunny days!

Q: What’s in the future for Jennifer Warawa?
A: The future is truly an endless list of opportunities. Five years ago if you would have told me I’d move from my small, hometown of Kelowna, BC, Canada to Atlanta, GA I would have laughed and wondered how on earth that would happen, but here I am. It proved to me that if you’re open, there are all kinds of opportunities out there and the future is limitless (and excitingly unknown!).

Jennifer Warawa

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

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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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A Moment With Rita: The Keller Interview

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Meet one of today’s leaders in the accounting profession, Rita Keller. A nationally known CPA firm management consultant, speaker and author…Rita is a former shareholder and Chief Operating Officer of a successful, regional CPA firm. Savor the Q&A…

Q: You spent a lot of time being a public accounting firm administrator. How has that role changed over the years and where do you see it headed?
I became a CPA firm administrator when the role was in its early stages inside a CPA firm. Law firms had already successfully established the role years before but CPAs were slower to adapt. Most firms had someone inside the firm who took care of the day-to-day – it was usually a high-level administrative person, secretary to the managing partner, although we don’t use the “s” word anymore.

Once ambitious CPAs learned that they could trust someone else to take care of the operational details, freeing them up to serve clients and obtain new ones, the role expanded significantly.

There are still many levels of firm administrators today, depending on the size of the firm and delegation skill of the MP and other partners. Titles include: Office Manager, Office Administrator, Firm Administrator, Director of Administration, Chief Operating Officer and Chief Administrative Officer. A handful of firm administrators have actually, like me, achieved shareholder status at their firms.

With all of the succession issues facing CPAs, I believe the role of the firm administrator is key into helping the departing generation make the transition as well as helping the up-and-comers expand and improve their management skills.

Q: How important is it that a firm administrator knows how CPAs work and what they encounter day-to-day?
This is extremely important. The more the firm administrator knows about the “business” of the firm, the more helpful they can be. They should strive to roll-up their sleeves and learn how the audit team puts together a financial statement and how the tax people prepare and process a tax return. This usually comes very naturally with experience.

It is also very important that the firm administrator role be considered a partner-level role in that they attend all partner meetings and retreats so they fully understand the issues first-hand.

Q: What has surprised you in terms of what public accounting firms have done (or not done)–both positively and negatively?
Over all my years working in public accounting, I have been pleased (surprised) at how CPAs have invested in technology to produce a better and more efficient work product. It has been one change that almost every CPA has embraced.

I also believe that even with the intense focus on due dates and the need to possess a great work ethic, CPA firms are wonderful places to work and create a career path. For the most part, CPAs are truly ladies and gentlemen and wonderful people to work with and for. I have found CPAs to be flexible and understanding with their team members almost to a fault. That brings me to some negative thoughts.

CPAs are often much too nice. They go to great lengths to avoid any form of confrontation and thus high performers and low performers are treated almost identically. In fact, high performers get rewarded by receiving more assignments (more work) and low performers receive less work and can almost coast along for years on end. This has to change!

CPA owners/partners need to focus on leadership development and better communication skills. As owners of the firm they should be more focused on their business and less on doing the work of the business (audits, accounting and taxes). Too many firms are under-managed, which is different from micro-management.

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 most important thing I have learned is that nothing is ever handed to you. Especially as a woman, you have to be proactive, speak-up and work hard to achieve your goals. I like a mantra used by Sheryl Sandberg in her book, Lean In – “Done is better than perfect.” I believe CPAs could learn so much from that simple statement. When it comes to improving their firms (on the inside), I always say, “CPAs have good intentions but no implementation.” They revisit the same management topics year after year.

If I could go back in time, I would start my own business sooner!  I see so many people inside CPA firms – owners and employees – who stay put when they are not really happy.

Q: What are some of the things that you love most about the accounting profession?
I love the people. I have met thousands of wonderful people over the years and had a chance to speak to and work with so many.

I love the opportunity public accounting has provided me to learn new things, continually improve my knowledge and skills. Life-long learning is a fact of life in the CPA management world.

When I first walked into an accounting firm I thought to myself, “This is probably going to be boring but I will give it a try.” I have not been bored for one minute in over 30 years.

Q: You travel a ton. How about sharing a funny travel story?
Sad to say, I can probably tell you more horror stories than funny stories. That being said, I usually enjoy the Southwest flights the most and use Herb Kelleher stories in my workshops. One flight we had a guy flight attendant who was quite the entertainer. From his seat in the front, as the plane took off and was climbing, he slid bags of peanuts down the aisle (that slid rather quickly because of the incline of the plane) and you could grab them as they went by.

Q: What’s in the future for Rita Keller?
A few years ago I decided on an early retirement from daily life inside a CPA firm to become a fulltime management consultant. So, some day in the not too distant future, I’ll be facing retirement again. I feel like I have a lot to contribute for a while but I will be cutting back on the travel.

I am just getting started with SurveyCPA, a people-survey tool for public accounting firms and I have a couple of other exciting projects in the works.

I have a loyal following for my daily blog and my newsletter is also very successful. I’ve been blogging daily for seven years so I have a lot of content “out there.” Maybe it’s time to write a book.

Rita Keller

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World On A String: Interview With Rebecca Ryan

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Meet one of today’s brilliant minds in the accounting profession, Rebecca Ryan. As the Founder of NEXT Generation Consulting, Inc., in Madison, Wisconsin, Rebecca walks the walk and talks the talk. I particularly love her statement “I’d love to see a list of ‘Best Firms’ that’s based on firms that really make a difference in the world.” You’ll really enjoy this Q&A.

Q: What are some of the key issues facing public accounting firms right now that managing partners need to keep on their front burners?
A: The diversity of the workforce. Currently, half of all CPA grads are women, and 13% of high potentials are nonwhites. That means that ten years from now, half of all our high potentials should be women and one in every six new partners should be nonwhite.

In addition, firms have to start innovating. They’re getting caught in a commodity/price war trap because they don’t know how to differentiate themselves. And the only way you do that in this environment is through service or a client experience.

Q: How challenging is it to run your business? How do you juggle it all?
A: So that’s two questions. Let me break those apart.

#1: Challenge?

It depends how you define “challenging?” The hardest thing I’ve ever done was steer my business through the recession. It was extremely stressful and I felt like a giant loser.

But that was nothing compared to what others face every day. For example, last week one of my clients lost his spouse unexpectedly from a massive heart attack at age 60. THAT is a challenge.

Compared to the really hard stuff we face in life, running a business is easy-cheesy.

#2: Juggling?

I can’t juggle. I’m absolutely horrendous at doing multiple things at once. Anyone who’s ever been in a car with me knows this. I cannot drive responsibly and talk to someone in the car. I run red lights, speed…it’s not good.

Because I can’t juggle, I need other strategies. Here are mine:

From “Master Your Workday Now,” I identify a few things that I want to get done each week. And then each day, I identify no more than six things I am totally committed to getting done that day. I have been blessed with the ability to really focus, so that works for me.

Oh! And recently I signed up for “IDoneThis” based on a tip from Dan Pink. You get an email at 6 each night and reply with all the things you accomplished that day. They track it…and it’s very satisfying to see what I can get done in a month or so.

Q: What’s going on with your writing and speaking engagements these days?
A: Bless you for asking! My new book, ReGeneration, is out in June. And we’re running this cool campaign: people who pre-order before April 30 will get their name in the book. http://tinyurl.com/rrb00k

Speaking is going great. I’m increasingly being used to fill the “futurist” slot at conferences. It’s not very often that meetings have a female futurist and economist…who wears tennis shoes. It’s going well.

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?
A. Okay, that’s two questions again. And as you know, I can only do one thing at a time…

#1: Key Things

  • It’s as easy to sell a $5,000 project as a $50,000 project.
  • Nice people really DO get ahead in business. For example, we sold $10,000 of books in 13 days on Kickstarter. That happened because I have spent 15 years trying to be kind to every person I’ve met…and they want to return the favor.
  • You have to have a vision and values beyond the bottom line if you really want your life to count for something. That’s one of the things that always bothers me a little about CPA firms: they measure themselves on revenue and don’t make the connection to people’s hearts and values. I’d love to see a list of “Best Firms” that’s based on firms that really make a difference in the world.

#2: Do differently

  • I would’ve been a better friend to my real friends. Often, I sacrificed friend stuff (like class reunions or weddings) for work. I regret that now.
  • I would’ve fired people earlier, when I knew they weren’t a fit. It would give me fits to fire people, but it was faster and more painless than trying to make someone fit in.

Q: What’s in the future for Rebecca Ryan?
In the very immediate term, an airplane ride home.

In the longer term, we are helping a developer with a “next generation community” in the Dallas area. And I hope, someday, I will give a TED talk.

Oh! And beer. I love to sample beer.

Q: If you had to suddenly choose a completely different line of work, what might that be?

  • Shoeshine girl. There’s nothing more satisfying than shining shoes.
  • College professor. All that tweed and those cigars!

Ryan_R

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Effective Networking: Not Fade Away

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It’s Friday and it’s Networking Pet Peeve Day at my desk.

To network effectively, it can’t all be about you. Here are two real scenarios for our Networking Pet Peeve Day illustration:

1) Someone you know loses his/her job and then seeks your advice and assistance on looking for a new position. You then provide that assistance and connect him/her to other business people and float a couple of open job opportunities to this unemployed person. You continue to keep your eyes and ears open in a genuine effort to help him/her, and then one day you tell this person of a new position that you feel would be a good fit for them and are told, “Oh, I started my new job three weeks ago.”

Result: That person will never get help from me again.

2) Someone you helped find a new position, they worked it for a couple of years, then they contact you asking for your help to find another position—without having had the slightest bit of contact with you the past two years. Make no mistake, I have no problem with them trying to find a better job, but this reaching out “only when you need something” doesn’t fly. I am all for lending a hand to assist someone, but where was this person the last two years? You can’t go that long and then show up out of the blue asking for something. It’s kinda like the bratty teenager who doesn’t lift a finger to do anything to help around the house or pick up his/her room…and then have both hands out at Christmas saying “Give it to me!”

Result: That person will never get help from me again.

Networking Conclusion: A two-way street must exist.

Alas, for those of you heading into the final pre-April 15 work weekend, Godspeed!

Opinion

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Interview with Sarah Galley, Firm Administrator

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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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On This Sunny Afternoon, The Tax Man’s Wanting to Tax the Dough

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Is the double-edged sword striking down on that lunchtime chicken salad sandwich? I’ve often wondered when Silicon Valley’s culture of providing meals to employees at all hours–and I’m speaking of Google, Facebook and other companies in this free food mix–would be more of a hot Tax vs. Don’t Tax topic. Well, my friends, that day is officially here.

While this debate has certainly come up in the past, the lunch wagon has it on the front burner again, most likely because the IRS is on a mission to scrape up dimes in the gutter with a putty knife.

Looking at both sides of the controversy, on the pro-tax view of those company-provided lasagnas, smoothies and various cookies, crème puffs and gelatins, I venture to say that the average employee at these companies is enjoying at least a couple of thousand dollars a year in free eats and drinks. That’s clearly compensation and should be taxed.

Now, for the anti-tax view, it can all be taken in the same “de minimis” vein as the free donut and coffee of yesteryear. Why? Today’s work culture has changed. These companies that go to great lengths and costs to establish a high level of perks feel that they must do so in order to remain competitive with recruitment and retention in their respective industries. Few would argue that fact, I think. With that being the case, it doesn’t seem right to tax the free salad bar and barbecue hut, does it? If a Yahoo employee has to declare these edible fringe benefits as compensation, does that really seem fair?

What do you think about this issue? This matter isn’t in the same realm as a public accounting firm bringing in evening meals during busy season…this is a whole other kettle of fish. Drop it like a hot potato, IRS.

Cucumbers

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Life’s A Sale — Living Is Selling

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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 Thrill of It All: A Conversation with Gale Crosley

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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.

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Freedom of Choice: It’s What You Want

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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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iShade is THE accounting news source (keep it open on your computer every day).
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