book

Leading An Accounting Firm

Name: Leading An Accounting Firm
Author: Troy Waugh
ISBN: 9780870519970

by Troy Waugh

May 2017

Beginner

400 pages

12h 50m

English

Wiley

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Cover Page
Title Page
Copyright Page
Contents
Foreword
Preface
Acknowledgments
About the Author
Chapter 1—Why Leadership Matters
Leading the Brightest of the BrightLeading the OrganizationThe Leader’s Role—Influencing Mission, Vision, and ValuesLosing FocusA Sad Tale (Tail!)Leading Versus ManagingYou Need BothNew SkillsAre Leaders Born or Are They Built?Types of LeadersEffective Leaders Must Be HumbleChallenges of LeadershipThe Measure of a LeaderConclusion
Section 1—Leading Self

Chapter 2—Self-Knowledge: The Inner Accelerator
Your Leadership StyleThe Value of Self-KnowledgeCharacteristics of Good LeadersThe Crisis of SuccessBuilding Leadership Ability for Better EffectivenessCommit to the ProcessOpening Up for GrowthBuild on Strengths or Improve Your Weaknesses?Experience MattersBuilding Self-KnowledgeSelf-Knowledge Through Interaction With OthersThe Undeniable Link: Lifelong Self-Learning and LeadershipSelf-Knowledge for a Fulfilled LifeConclusion
Chapter 3—Trust: The Leadership Imperative
Trust Is a Competitive Advantage Inside and OutDimensions of TrustworthinessConsulting ExperiencesDelegationA Healthy Meeting Among Toxic OnesIntegrityGroup DynamicsIntentInvested in TrustRebuilding Trust Takes TimeLessons From Consulting ExperiencesLevels of Trust DevelopmentBuilding TrustBuilding Organizational TrustWhen Trust Is BrokenRebuilding TrustConclusion
Chapter 4—Critical Thinking: Creating Your Future
What Is Critical Thinking?Thinking StandardsCritical Thinking Applied: Phil HolthouseDepth and BreadthLogicSignificanceFairnessApplying Critical ThinkingMyths About ThinkingLearning to Think Critically—Like a LeaderPurposeQuestionInformationConceptsInferenceAssumptionPoint of ViewImplicationsRelationship of the ElementsConclusion
Chapter 5—Preparation: Ready for Seizing Opportunity
Preparation, Preparation, PreparationDeveloping Your Leadership SkillsLaying the Groundwork by Seeking Input From OthersPreparing to Lead Strategic InitiativesStep 1—Prepare a High-Resolution Picture of the End GameStep 2—Clarify Each Staff Member’s RoleStep 3—Assessing Potential OpportunitiesStep 4—Understanding Possible ThreatsStep 5—Gather and Review Relevant ResearchStep 6—Budgeting Time, People, and MoneyStep 7—Develop the Initiative Game PlanStep 8—Launch the Initiative With Overwhelming PowerPreparation Is for ActionGetting StartedConclusion
Chapter 6—Self-Discipline: Be the Master, Not the Victim
Leadership Demands SacrificeSelf-Discipline Makes You the Best You Can BeYour Inner Circle ValuesDelay of GratificationFive Qualities of Self-DisciplineSelf-KnowledgeStrong RelationshipsCommitmentLiving Your ValuesSelf-CoachingWhat Are We Leading Toward?Focused Growth Is a PriorityUsing Self-Discipline to FocusBuilding Habits of Self-DisciplineInvest Five Minutes Each Morning to Meditate on the Major Areas of Your LifeMake Self-Discipline a Part of Your Daily RitualDedicate Yourself to Lifelong LearningAccept ResponsibilityFace Your Fear to Develop CourageThe Truth About Self-DisciplineConclusion
Section 2—Leading Staff
Chapter 7—Teaching, Coaching, and Mentoring: Multiplying Your Leadership
Developing Skills Over a CareerTraining Begins One on OneTeachingTraining Programs Demonstrate Your Commitment to PeopleA Plan for Adult LearnersCreating Purposeful TrainingCoachingWorking One-on-One Raises Your Commitment and RetentionOn-the-Job Training Helps Coaches and MentorsThe Leap From Coaching to MentoringGreat Leaders MentorMentoring: Benefits for the FirmConclusion: The Impact of Training
Chapter 8—Accountability: Trust but Verify
Why Is Accountability So Important in Business?Accountability Is the Opposite of PermissivenessIncreasing AccountabilityMeasuring AccountabilityHow Does Individual Responsibility Factor Into a Group Setting?What Should Partners Know About Performance Measurement?Positive Results of Performance MeasurementImplementing Accountability for Positive ResultsAccountability Through Measurement: Scorecards and Performance PayWays to Establish Staff Member AccountabilityEstablish Accountability Through Communication—Set Expectations and Reinforce SuccessAccountability Through MeasurementAn Introduction to Measuring PerformanceAfter Measuring, Now What?Setting GoalsFrequent FeedbackCoachingPerformance ScorecardPerformance PayKeeping a Well-Rounded PerspectiveConclusion
Chapter 9—Challenging Personal Growth: Leading the Whole Person
A Path to a Better PersonPersonal Growth, Firm GrowthGrowing PainsIntentional SuccessBarriers to Personal GrowthDealing With ChangeOvercoming BarriersRule 1: Believe in the Meaning of Your WorkRule 2: Communicate Regularly and Honestly With Team MembersRule 3: Leaders Must Always Be Moving Toward the Larger GoalsRule 4: Recognize Your Team MembersFinding BalanceTips for Achieving Personal GrowthConclusion
Chapter 10—Empowerment: The Secret to Exponential Growth
What Is Empowerment Really?Keys to Effective EmpowermentExisting Leadership PhilosophiesMistakes: Both Risky and RewardingEmpowering Members of a TeamPrinciples of EmpowermentDevelop a Rational Shared VisionProvide Training and Information for Good DecisionsRaise the Level of ConflictAllocate Proper ResourcesReward Staff Members for Empowered BehaviorTrust PeopleWorking With TeamsShared MissionMutual Respect and TrustFrequent Substantive CommunicationShared ProcessesDifferent TalentsAdaptability and FlexibilityContinuous ImprovementBuilding Highly Empowered Teams and FirmsThe Seven Elements of Empowerment for TeamsCommunicationConflict EngagementContributionConnectionsCooperationChange InitiatorsCommitmentConclusion
Section 3—Leading Strategy
Vision (Chapter 11)Mission (Chapter 13)Values (Chapter 12)Next Steps: Goals and ObjectivesGoalsObjectivesThe Role of Strategies and InitiativesExample PlanVisionMissionStrategyGoalObjectiveAction Plan
Chapter 11—Vision: Reality in the Future
Vision: What It Is and Why You Need OneMaking the Vision Real for Your Staff MembersOur Vision Shapes Our FutureThe First VisionThe Value of a VisionBuilding Your VisionGet a Mental StartDeveloping a Vision StatementThings to Keep in Mind as You BeginBake In the Buy-InCommunicating Your VisionDon’t Limit Your VisionCommon Stumbling BlocksStrategies for SuccessConclusion
Chapter 12—Values: The Character, Actions, and Outcomes
The Purpose of Core ValuesCore Values as Standards or AspirationsCore Values Are Worthless Unless They GovernFinding Your ValuesThe Elements of Core ValuesOur Principles of Service and CommunicationGo DeepBe ResponsibleUnderstand FirstDeliver ExcellenceNever AssumeMake Their DayInvest in MyselfAre Strong Values Realistic?Leading by ExampleCore Values Help Frame Our BehaviorSustaining Core ValuesConclusion
Chapter 13—Mission: Making a Difference
The Benefits of a MissionClarifying Your MissionWhat Do We Do?How Do We Do It?For Whom Do We Do It?More Than One Mission? Maybe SoSix Steps to Developing a Mission StatementExercise 13-1: Client StatementExercise 13-2: Problem StatementExercise 13-3: Statement of PurposeExercise 13-4: Business StatementExercise 13-5: Value StatementExercise 13-6: Writing a Mission StatementProblems to Keep in MindDeveloping a Personal Mission StatementExercise 13-7: Personal Mission StatementSample Personal Mission Statement DevelopmentPast SuccessesCore ValuesIdentify ContributionsIdentify GoalsMission StatementFinal ThoughtsConclusion
Section 4—Leading Systems
Chapter 14—Managing Processes for Your Future Firm
Setting up Business ProcessesAdvantages to Structured ProceduresMore Consistent ResultsMeasurable OutcomesTraining for Team Members ImprovesBenefits of Creating the ProcessEstablish Standards, Policies, and ProceduresImprove the Consistency of the Client ExperienceStandardizing Work-Flow ManagementProcess Should Follow StrategyManage to a Written Strategic PlanManagement for the FutureThe Balanced Scorecard FrameworkSelecting the Right KPIsStandardizing KPIsBusiness Process Management OverviewBPM ActivitiesDesignModelingExecutionMeasuringOptimizationIssues to Look Out ForConclusion
Chapter 15—Building the Future Firm Continuously
Commit to Continuous ImprovementCritical Success Factors for Change and GrowthBuilding a System to Manage Change and Improve ProcessesSix SigmaLean ProcessesKaizenFlowcharts for Seeing and Improving ProcessesThe Benefits of Continuous ImprovementConclusion
Section 5—Leading Synergy
Strategic AlignmentObjectives AlignmentInternal Alignment
Chapter 16—Synergy and Alignment: One Plus One Equals Three
Building a Shared PurposeLeadership in Tough TimesCrisis: Realities and ConstructionsUnderstandingDecision Making and CoordinatingTerminatingAccountingLearningTeamworkLeading Teams for SynergyTeam DevelopmentFormingStormingNormingPerformingConclusion
Chapter 17—Sustaining Leadership: The Ultimate Succession Plan
Developing Your Leaders From WithinApproaches to Succession PlanningTop DownBottom UpFuturingTargeting ApproachSuccession Planning Versus the Traditional Replacement MethodPotential Labor CrisisChallenges of ImplementationWhy Succession Plans FailYour Leadership Development ProgramOverall ApproachDefine the Leadership Competencies for Each LevelAssess Potential CandidatesMeasure Leadership StylesRefer to Your Developmental ProcessBuild the Next Generation of LeadersPrepare a Nomination and Application Process for the ProgramSelecting Partner LeadersRename Your Next CEO as the Leading PartnerChoosing the Lead PartnerMore of Choosing a LeaderCan a Leader Serve Clients?Conclusion
Appendix A:
Appendix B:
Appendix C:
Appendix D:
Appendix E:
Appendix F:

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LEADING AN ACCOUNTING FIRM

THE PYRAMID OF SUCCESS

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Leading An Accounting Firm

by Troy Waugh

LEADING AN ACCOUNTING FIRM

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.