Book description
The secret ingredient to any successful firm is great leadership. Fortunately, this new book demonstrates that great leadership skills can be nurtured and learned.
Using the model of the pyramid to illustrate his concept, author Troy Waugh builds a case for ongoing leadership development, guiding you through the essential ideas and practices that are at the core of great leadership and great firms. Using this powerful framework, you can improve your personal leadership and build great leaders around you.
Developed specifically for CPA firm leaders, it covers the full spectrum of leadership development, including:
- Leading Self
- Leading Staff
- Leading Strategy
- Leading Systems
- Leading Synergy
Plus, you’ll hear from more than 40 of the profession’s top leaders. Recognizing the multitude of approaches to leadership, Waugh reached out to colleagues in some of the most well-led firms in the profession and asked them to share their leadership experience and philosophies.
Table of contents
- Cover Page
- Title Page
- Copyright Page
- Contents
- Foreword
- Preface
- Acknowledgments
- About the Author
- Chapter 1—Why Leadership Matters
-
Section 1—Leading Self
-
Chapter 2—Self-Knowledge: The Inner Accelerator
- Your Leadership Style
- The Value of Self-Knowledge
- Characteristics of Good Leaders
- The Crisis of Success
- Building Leadership Ability for Better Effectiveness
- Commit to the Process
- Opening Up for Growth
- Build on Strengths or Improve Your Weaknesses?
- Experience Matters
- Building Self-Knowledge
- Self-Knowledge Through Interaction With Others
- The Undeniable Link: Lifelong Self-Learning and Leadership
- Self-Knowledge for a Fulfilled Life
- Conclusion
- Chapter 3—Trust: The Leadership Imperative
- Chapter 4—Critical Thinking: Creating Your Future
-
Chapter 5—Preparation: Ready for Seizing Opportunity
- Preparation, Preparation, Preparation
- Developing Your Leadership Skills
- Laying the Groundwork by Seeking Input From Others
-
Preparing to Lead Strategic Initiatives
- Step 1—Prepare a High-Resolution Picture of the End Game
- Step 2—Clarify Each Staff Member’s Role
- Step 3—Assessing Potential Opportunities
- Step 4—Understanding Possible Threats
- Step 5—Gather and Review Relevant Research
- Step 6—Budgeting Time, People, and Money
- Step 7—Develop the Initiative Game Plan
- Step 8—Launch the Initiative With Overwhelming Power
- Preparation Is for Action
- Getting Started
- Conclusion
-
Chapter 6—Self-Discipline: Be the Master, Not the Victim
- Leadership Demands Sacrifice
- Self-Discipline Makes You the Best You Can Be
- Your Inner Circle Values
- Delay of Gratification
- Five Qualities of Self-Discipline
- What Are We Leading Toward?
- Focused Growth Is a Priority
- Using Self-Discipline to Focus
- Building Habits of Self-Discipline
- The Truth About Self-Discipline
- Conclusion
-
Chapter 2—Self-Knowledge: The Inner Accelerator
-
Section 2—Leading Staff
- Chapter 7—Teaching, Coaching, and Mentoring: Multiplying Your Leadership
-
Chapter 8—Accountability: Trust but Verify
- Why Is Accountability So Important in Business?
- Accountability Is the Opposite of Permissiveness
- How Does Individual Responsibility Factor Into a Group Setting?
- What Should Partners Know About Performance Measurement?
- Implementing Accountability for Positive Results
- Accountability Through Measurement: Scorecards and Performance Pay
- Ways to Establish Staff Member Accountability
- Establish Accountability Through Communication—Set Expectations and Reinforce Success
- Accountability Through Measurement
- After Measuring, Now What?
- Performance Scorecard
- Performance Pay
- Keeping a Well-Rounded Perspective
- Conclusion
- Chapter 9—Challenging Personal Growth: Leading the Whole Person
- Chapter 10—Empowerment: The Secret to Exponential Growth
-
Section 3—Leading Strategy
- Vision (Chapter 11)
- Mission (Chapter 13)
- Values (Chapter 12)
- Next Steps: Goals and Objectives
- The Role of Strategies and Initiatives
- Example Plan
- Action Plan
-
Chapter 11—Vision: Reality in the Future
- Vision: What It Is and Why You Need One
- Making the Vision Real for Your Staff Members
- Our Vision Shapes Our Future
- The First Vision
- The Value of a Vision
- Building Your Vision
- Get a Mental Start
- Developing a Vision Statement
- Things to Keep in Mind as You Begin
- Bake In the Buy-In
- Communicating Your Vision
- Don’t Limit Your Vision
- Common Stumbling Blocks
- Strategies for Success
- Conclusion
-
Chapter 12—Values: The Character, Actions, and Outcomes
- The Purpose of Core Values
- Core Values as Standards or Aspirations
- Core Values Are Worthless Unless They Govern
- Finding Your Values
- The Elements of Core Values
- Our Principles of Service and Communication
- Are Strong Values Realistic?
- Leading by Example
- Core Values Help Frame Our Behavior
- Sustaining Core Values
- Conclusion
- Chapter 13—Mission: Making a Difference
-
Section 4—Leading Systems
-
Chapter 14—Managing Processes for Your Future Firm
- Setting up Business Processes
- Advantages to Structured Procedures
- Benefits of Creating the Process
- Establish Standards, Policies, and Procedures
- Improve the Consistency of the Client Experience
- Standardizing Work-Flow Management
- Process Should Follow Strategy
- Manage to a Written Strategic Plan
- Management for the Future
- The Balanced Scorecard Framework
- Selecting the Right KPIs
- Standardizing KPIs
- Business Process Management Overview
- BPM Activities
- Issues to Look Out For
- Conclusion
- Chapter 15—Building the Future Firm Continuously
-
Chapter 14—Managing Processes for Your Future Firm
-
Section 5—Leading Synergy
- Strategic Alignment
- Objectives Alignment
- Internal Alignment
- Chapter 16—Synergy and Alignment: One Plus One Equals Three
-
Chapter 17—Sustaining Leadership: The Ultimate Succession Plan
- Developing Your Leaders From Within
- Approaches to Succession Planning
- Succession Planning Versus the Traditional Replacement Method
- Potential Labor Crisis
- Challenges of Implementation
- Why Succession Plans Fail
- Your Leadership Development Program
- Overall Approach
- Selecting Partner Leaders
- Rename Your Next CEO as the Leading Partner
- Choosing the Lead Partner
- More of Choosing a Leader
- Can a Leader Serve Clients?
- Conclusion
- Appendix A:
- Appendix B:
- Appendix C:
- Appendix D:
- Appendix E:
- Appendix F:
Product information
- Title: Leading An Accounting Firm
- Author(s):
- Release date: May 2017
- Publisher(s): Wiley
- ISBN: 9780870519970
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