Developing Future Leaders at your Firm June 2015 CPAmerica A&A Conference Presented by Art Kuesel.
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Transcript of Developing Future Leaders at your Firm June 2015 CPAmerica A&A Conference Presented by Art Kuesel.
Developing Future Leaders at your Firm
June 2015
CPAmerica A&A Conference
Presented by Art Kuesel
Art Kuesel, President
EXPERIENCE
Sales Executive3 years inside $60M CPA firm5 years inside $25M CPA firm6 years at PDI/Koltin Consulting2 years at Kuesel Consulting
EXPERTISELeadership and Sales CoachingSales/Marketing Training
EXPERTISE (Cont.)Keynotes, Presentations, Workshops on GrowthGrowth Plan Development/ImplementationManaging Partner CoachingSales & Marketing Recruiting
STREET CRED→Top 100 Most Influential Person in Public Accounting: 2014→In-house and external experience→Clients include scores of T250 Firms including a third of the T100→Frequent writer and blogger for Accounting Today→Accomplished speaker and presenter on growth trends
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Workshop Agenda
1. What can good leaders influence @ your firm?
2. Characteristics of next gen leaders
3. What’s your vision?4. Important core skills in your
future leaders5. Components of a leader
development program*6. Making it stick @ your firm
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What Good Leaders Influence @ Your Firm
Personal Reflections on LeadershipLeader “Mike”:Defined an objectiveInspired me to achieve it within a set of general
parametersEncouraged and helped me when it became challengingMotivated and rewarded me along the wayGave me the authority to make decisions in the best
interest of the objectiveAllowed me to fail
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Personal Reflections on Management
Manager “Louis”:Wanted me to accomplish a taskIn an organized and effective mannerWith frequent upward Q&A utilizing his
knowledge on the subjectFor his ultimate approval/decision making and
creditAnd, he wanted me to avoid failure at all costs
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Personal Reflections on Management
Manager: Plan, organize, coordinate to accomplish a task
Leader: Inspire and motivate
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Good Leaders GREATLY Influence
• People Retention
• People Acquisition
• Client Retention
• Client Acquisition
• Profitability!
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Characteristics of “Next Gen” Leaders
Generational Differences ABOUND
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Generational DifferencesGeneration X “Millennials”
Latchkey Kids, MTV Generation Gen Y & Z
1965-1980 1981 to 2002
50 million 98 million
36-51 years old 14-37 years old• Cynical• Prefers informal work
environment• Suspicious of Boomer
values• Favor outcomes over
process• Value control of their
time• Want open
communication regardless of title
• Dislike office politics• Value merit over
experience
• Acceptance-seeking (“The Trophy Generation”)
• Need constant feedback & reinforcement
• Expect a training and learning culture environment
• Collaborative• Like to challenge old
traditions• Want to succeed, and
do it fast• Like social networks
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Characteristics of Gen X Leaders
Thrive on change Independently creative Straightforward Adaptable Flexible Hate being micro-managed.
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Characteristics of Millennial Leaders
Conscious Future-Oriented Transparent Collaborative Problem solversFurther, they want their leaders to mentor
others, achieve personal goals, and effect positive change in their community
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Many Generational Differences
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WAIT!
What’s the Vision?
What’s Your Vision?
Vision: An inspirational declaration (North Star) of where you are headed long-term
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What’s Your Vision?
Deloitte: Aspire to be the standard of excellence, being the first choice of the most sought after clients and talent
Uber: Smarter transportation with fewer cars and greater access.
Amazon: Be the earth’s most customer centric company
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Why you Probably need a Vision…
• Clarity for the vision gives direction…• Which breeds passion… • Which gives meaning…• Which provides synergy…• Which defines focus and success…• and visionary leaders can inspire and motivate
effectively and clearly!Source: Sandra Wiley
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Beyond the Vision…
I. VisionII. MissionIII. Core ValuesIV. Strategic Areas of
FocusV. Strategic GoalsVI. Actions
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Companies with…
…a defined vision and mission that are aligned with a strategic plan…
Will outperform their peers, attract better talent, and retain better talent.
Source: Bain & Co.
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Important Core Skills in your Future Leaders
Core Skills for Leaders in CPA Firms
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Components of an Effective Leader Development Program
1) Comprehensive Curriculum
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Personal and Professional Development
• Personal SWOT• Defining your Personal
Leadership Style• Creating a Personal
Development Plan• Time Management 101• Accounting Firm 101:
How a Firm Makes Money
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Client Development
• Understanding your Role with the Client
• Being a Proactive Advisor• Developing Relationships
and Building Trust• Cross-Serving/Selling• Achieving Loyalty – and
Referrals!
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People Development
• Delegation and Leverage as a Development Tool
• Team Building 101• Serving as a Mentor and
Coach to your Team• Performance
Management • Delivering Effective
Feedback28
Business Development
• Building a Personal Brand and/or Niche
• Capitalizing on your Biggest Asset: Clients
• Developing a Referral Source Network
• Succeeding at the Sales Process
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Firm Development
• Herding Cats: Leading Other Partners
• Creating a Culture of Accountability
• Strategic Planning 101• Leveraging Technology• Talent Acquisition• Niche Growth and
Expansion30
2) Utilize Multiple Learning Styles
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3) Adequate Frequency
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4) Realistic Application
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Taking the Leap!
Step 1) Define your Objectives and goals
YP’s? Basic Skill Building? Future Partners? Leadership? BD? Technical? Who attend?
Step 2) Decide on your resource investment ($, hours p/p, people to develop the program)
Step 3) Insource, Outsource, Blended?
Step 4) Build your program
Step 5) Execute
Step 6) Evaluate
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Making it STICK @ Your Firm
Making it Stick: Best Practices
Motivated Participants Frequency of Program Touches Performance Coaches to Support Participants Evaluation & Feedback Results = Something
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Why Leadership Development Programs Fail
1. Overlooking context, Decoupling reflection from “real work”, Underestimating mind-sets, Failing to measure results
2. Failing to clearly define objectives from the beginning, lacking flexibility in the program, making it a required activity
3. Lack of content of interest to attendees, lack of coaching and personal support, attendees afraid to fail
Source: 1) McKinsey, 2) Triputti-Lunden, 3)Baltzell
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What’s Working @ Our Firms
CPAmerica’s NextGEN Conferences
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What’s Working @ Our Firms?
60 Partner Firm• Internal Leadership
Academy*• Hartman Assessment• Path to Partner
Program*• Internal and External
Coaches*• ELA
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What’s Working @ Our Firms?
25 Partner Firm• NextGEN• Internal Coaching
Program• Roundtables• ELA
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What’s Working @ Our Firms?
15 Partner Firm• Elevated HR Role• Leadership and
Development Courses*
• Internal Mentorship• Rainmaker
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What’s Working @ Our Firms?
10 Partner Firm• New Talent/Learning
Director• NextGEN/CALCPA YP• DiSC & Course
Offerings• ELA
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Small Group Discussion & Reporting
Step 1: Objective is to Achieve a Blended Table of:
Some WITH LDPSome WITHOUT LDP
GO!
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Small Group Discussion & Reporting
Step 2: For those with LDP:1.Describe what you do in LDP2.Describe the Most Effective
Things you do3.Describe the Biggest ObstaclesBe Ready to Report
GO!
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Small Group Reporting
463
What’s Next?
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• New Role for the CHRO
• Why we Love to Hate HR
• The Future of HR
• Rethinking HR
Thank you!
Resources for you at www.kueselconsulting.com/CPamerica
Art Kuesel
312.208.8774
www.kueselconsulting.com