What’s Your Firm’s Competitive Advantage?
Are You Sure About That?
Let’s be honest here. Most leaders in CPA firms don’t definitively know where they stand with their people or what makes their firm different. Sure, you might say things like “Years of experience,” “professionalism,” or “outstanding service.” Yet, you have to know that many other firms say the same. And in this intensely personal business, you can’t blend in with the rest.
So if you’re a practice leader or one who is aiming for a Managing Director or Partner role, the commitment to change starts with you. But you don’t have to do it alone. With monthly one-on-one coaching from PSG, we can zero in on the vital area that we’ve agreed demands the highest priority for self-improvement.
Common coaching topics for CPA firm leaders include:
Think about the gap between you where you are and what you’d like to achieve for yourself: What are you doing to create value? Do you treat people the way you want to be treated? Would you like to work for yourself? What are you doing to secure engagements and expand existing client relationships?
There’s likely some gap between perception and reality. Many of us realize that we have to do some things differently to improve our performance., but don’t worry. Together, we’ll get to the right answer. And every month, with coaching from one of the most experienced coaching resources for management-level CPAs, we’ll be that much closer.
The Professional Series encourages participants to examine their own actions and behaviors and to focus on improving or enhancing their performance.
This is the age-old question for most firms. The truth is the margin of differentiation is pretty slim. Most successful firms recognize that their secret weapon is their people. But, it’s not enough to have bright, capable talent on board; these individuals must possess a passion for excellence and a commitment to serve. How does a firm instill or encourage these qualities? Take away the rhetoric, buzzwords, and jargon, the key to sustainable success comes down to a firm’s ability to do two things very well.