Monday, June 10 2019
ENG19101. Best Practices in Firm Management: People, Processes, Clients and Finance (PST, FMA)
Join us for this deep dive pre-conference session into the three pillars of Firm Management; People, Processes, and Clients. This session will include presentations from firm practice management leaders as well as round table discussions with your peers. Bring your firm’s challenges and opportunities to share with the group.
PEOPLE: Ann White will discuss current trends in recruitment, retention and training of staff as our profession faces increasing people challenges. Ann will lay out the business case reiterating the need to foster a strong culture and for creating a dynamic learning environment that lead to increased client satisfaction and firm profitability! You won’t want to miss the best practice exchange and lessons learned.
PROCESSES: Roman Kepczyk will discuss the latest trends in tax, assurance and administrative production optimization within today’s Digital CPA firm along with the corresponding IT applications and hardware recommendations. Roman will back these recommendations with the findings from the 2019 CPAFMA Digitally Driven Firm Benchmark Survey highlighting the technologies and tends being utilized in medium and larger CPA firms as well as possible disrupters.
CLIENTS: Bill Pirolli will discuss all aspects of client engagement from the selection process, evolution of the client service model, creating industry and service verticals, billing and collections and when it is time to let clients go.
1) Learn best practices in Firm Management
2) Discover how you can create a future ready profitable firm
FMA19101. Talent Management Workshop: Evaluate and Build/Update Your Organization's Talent Management Plan
Most accounting firms (and all businesses in general) have a clear understanding and plan for their operational strategy. However, when asked if they have a clear strategy regarding their human capital more than 80% say they have 'no plan" or "very little of a plan" (e.g., they may have a staffing plan or do some sort of succession planning). Yet, when asked how important their people are to the ongoing, long-term success of their business the overwhelming response is, “critically important.” Thus, there is a large disconnect between the practice of talent management and its idealized state. Accordingly, this session helps organization leaders understand the the robust nature of talent management and how they can begin thinking and creating a more strategic approach to the acquisition, engagement, development, and retention of their most valuable asset – their people. During this session participants will explore a framework that they can use to immediately begin assessing their own organization in terms of talent management without over-engineering the process. Participants will be intellectually stimulated to think about the people-side of their business in a more comprehensive and deeper manner; thus, positioning themselves to identify areas of enhancement that drives their operational strategy. The final product of this workshop will be a completed audit of your firm's talent management practices and recommended action plan to be presented to your firm's most senior leaders.
1) Discover a Talent Management framework that facilitates a deeper and more comprehensive analysis of your organization’s human capital
2) Explore why, and how, hiring the right person (i.e, talent acquisition) the first time using validated instruments increases productivity and drives employee retention – as well as how bad hires waste money
3) Once the right person is hired, we explore how to get them engaged (i.e., talent engagement) so that they work hard for you, get along with others, and become loyal (which mitigates turnover)
4) Once you hire the right person and then get them engaged, you will explore ways to develop (i.e., talent development) your people so that they can build their talents into strengths and apply them to the job – this is the number one driver of employee retention
5) Explore what it means to leverage talent – this domain of talent management involves career pathing, succession planning, mentoring etc. which allows your organization to maximize its collective talent
6) Identify how all of the collective domains of talent management drives talent retention – which not only saves money but headaches as well identify various tools that are readily accessible to support the analysis and practice of all talent management domains
ENG19K01. The Fat Tail: The Power of Political Knowledge for Strategic Investing
The fallout from the still-unfolding global financial crisis provides several perfect examples of "fat tail" risk, those that flow from the low-probability, high-impact events that generate upheaval more often than we think. Bremmer shares with audiences how an understanding of the political dynamics generated by the financial crisis helps us forecast market risks, why politics matter more than ever for market performance, why the world's wealthiest countries have begun to behave like emerging market states, and what all this means for investors and companies.
At this presentation audiences will learn:
1) The risks that flow from low-probability, high-impact events...like the global financial crisis
2) Why politics matter more for the performance of markets and for issues ranging from defaults to nationalization to regulatory reforms
3) Why developed states are behaving more like emerging markets
4) The shift from New York, Shanghai, and Mumbai to Washington, Beijing, and Delhi—and the risks that this trend creates
Tuesday, June 11 2019
FMA19ER01. Professional Firm Management: What Does This Partnership Look Like?
A dynamic duo – the Managing Partner and Firm Manager! When do you need a Firm Manager? Once you have the partnership in place, how do you work together most effectively to benefit the Firm? Who does what and how? Come learn from one firm’s story. You will gain insight on when to hire and how an effective relationship can propel your Firm forward.
1) When to hire a Firm Manager?
2) How an effective partnership between the Managing Partner and Firm Manager can benefit and grow the Firm.
FMA19ER02. Changes in How Learning is Done
Learning is a vital part of developing, retaining and growing our firms. We will discuss how the changes around us are impacting how we learn and discuss ways to adapt. We will feature firms’ successes in this area.
1) Review the science behind how we learn
2) Discuss the impact of technology changes Identify ways to become a self-directed learner Describe best practices of learning
FMA1901. Creating a Pathway for Your Technical People to Transform Into Advisors
At a time when technology is automating much of the compliance function, globalization is delivering talent at pennies on the dollar, it is time for every CPA, not just the business development CPA, to do a better job of living up to our profession’s mantra of being our clients Most Trusted Business Advisor. It no longer is enough just to deliver information about the past. We need to help our clients consider their past, their trends, their key operating statistics and use that information to help them bridge their organization's and themselves into a better, more profitable and sustainable future. This session centers on augmenting and/or refining the skills required to effectively deliver future focused facilitative/advisory services.
1) Learn how to move from being an Expert to an Advisor
2) How to ask the kind of open-ended questions that promote the client expounding on issues beyond traditional accounting problems,
3) Improve your listening and communication skills,
4) Understand how to act in the role of your client’s general contractor, and much more.
ENG1906. How to Say Anything to Anyone - for Leaders and Managers (PST, EDG, FMA)
You’re only as good as people say you are. What are your internal and external customers saying? Do they want to work with you or do they feel that they have to? Take control of your reputation by knowing how you are perceived and managing what you put in front of others. Improve your and your department’s reputation. Get more feedback enabling you to take control of the impressions you create. Build long lasting business relationships that outlast economic downturns, miscommunication and conflict. Take charge of your business and your future.
1) Discover and improve your professional reputation
2) Become more fluid in talking about and supporting your organization’s business needs
3) Get closer to business leaders and be seen and called upon as a necessary asset.
FMA1902. Sharpening Your Ethical Intelligence
This session is the third in a series of four. Our session takes a unique approach to discuss ethics in the accounting profession. We focus on the most critical, and often the most neglected, element of ethical decision-making, THE INDIVIDUAL. This session is designed to help the participant 1) learn about the defensive psychological processes (i.e., Rationalization and Social Desirability biases) that impede the ethical decision making process and 2) to build Moral Courage and Moral Resiliency which both enhance the ethical decision making process – collectively, these two very different approaches help to create strong ethical decision makers. During the session we review the ethical decision making process how the brain morally matures and the biggest myths associated with ethical decision making. Primary focus is then given to self-destructive thinking (which impedes ethical decision making) and is practiced by using accounting related case studies. The course content is later synthesized with the guiding principles of the Accounting profession. Additionally, the session provides the participant an overview of the current state of ethics in Corporate America to serve as a benchmark for both personal and organizational development.
1) Review the Ethical Decision Making process, moral cognitive development, and the most common myths associated with ethical decision making
2) Become aware of counter-productive psychological processes that impede the ethical decision making process
3) Recognize the biases that we all fall victim to when confronted with a moral dilemma
4) Develop moral courage which helps stand up in accordance to one’s moral compass even in the face of adversity so that ethical behavior actually occurs 5) Develop moral resiliency which helps bounce back from adversity and tough situations so that moral behavior is continued
6) Apply ethical decision making principles and moral intelligence to multiple case studies
7) Update regarding the ethical state of Corporate America
8) Synthesize the psychological processes with the AICPA code of conduct
FMA1903. Engaging All Generations in the Firm's Future
As much as we’d like everyone to fit the same mold, the inescapable fact is that multiple workplace generations create multiple perspectives. Differences in views on flexibility in location, career path, schedule, and work style have created a very diverse workplace. The firm that can engage multiple generations and meet their needs will attract a wealth of eager applicants, foster a more productive environment and have a great pool of experiences, perspectives and talent to draw on. In this session, Jeremy will share how to find and tap into the potential of each generation so you can engage all generations in dealing with the changing landscape of modern business.
1) Understand the foundations of beliefs for the generations in firms today.
2) Explain best practices for engaging multiple generations for firm growth.
FMA19NL02. IT Compatibility
Discuss what to look for in Information Technology compatibility when firms are considering an acquisition or merger.
1) Learn effective ways to ensure success from an IT perspective when merging or acquiring another practice
2) Best practices in combining the IT components in M&A.
FMA19NL01. Information Security Exposures and Mitigation of Loss
Personal information (social security numbers, credit card numbers, bank account numbers, even name and address) has become a leading target of cyber criminals. With your client's personal information in your possession, understanding your exposure and taking the appropriate steps to mitigate your liability is essential. Stephen Vono of McGowanPRO will be explaining the accounting firm’s role and responsibility in keeping client data safe and how to protect your firm from financial loss arising from information security exposures. Stephen will discuss what is and isn’t covered under your professional liability policy and how an employee dishonesty policy and cyber liability policy will fill in the gaps.
1) Understand your exposure to financial loss due to loss of client information.
2) Learn best practices and procedures to lower your exposure to loss of client information.
FMA1904. Great Firms Have a Vision For the Future! What’s Yours?
Firms that continually refine their vision for the future enjoy increased engagement, inspiration, and unity. The clarity of direction enables you to make difficult decisions and take calculated risks that fit with your intended direction. Team members know where the firm is headed, what their role is in getting the firm there, and are able to focus and drive the firm forward. Yet so many firms are unable to articulate a clear and compelling vision for the future. How come? Attend this session to:
1) Realize what a vision is and how it differs from your firm’s mission and strategies
2) Understand and overcome some of the barriers to developing a unified vision
3) Explore the six steps to developing and communicating your firm’s vision
Leave this session ready to guide your firm into a brighter future by undertaking the vision development process!
ENG1914. New To Firm Management (FMA, PST)
FMA1905. Creating a Culture of Partner Collaboration: How Can a Firm Manager Make This Happen?
Firm managers should attend this session to learn how to read communication and behavioral signs of their partners so they can work more collaboratively with them. We will also discuss setting expectations and defining and success measures.
1) You can expect to learn how to read your partners communication preferences. 2) You will walk away with a working document indicating key tasks or projects in which both of you will lean in and assign roles and responsibilities.
FMA1907. Breakout by Firm Size Sessions: 26-49 People
A working session with firm managers of accounting firms with 26-49 people, designed to get inspired, enlightened, encouraged and educated on the top trends and issues facing CPA firms today. Participants will be provided opportunities to connect with others in firms about the same size or those looking to grow their firms. Time is intentionally allocated for the asking and answering of questions and exchange of experience.
FMA1908. Breakout by Firm Size Sessions: 50-75 People
A working session with firm managers of accounting firms with 50-75 people, designed to get inspired, enlightened, encouraged and educated on the top trends and issues facing CPA firms today. Participants will be provided opportunities to connect with others in firms about the same size or those looking to grow their firms. Time is intentionally allocated for the asking and answering of questions and exchange of experience.
FMA1909. Breakout by Firm Size Sessions: 76-110 People
A working session with firm managers of accounting firms with 76-110 people, designed to get inspired, enlightened, encouraged and educated on the top trends and issues facing CPA firms today. Participants will be provided opportunities to connect with others in firms about the same size or those looking to grow their firms. Time is intentionally allocated for the asking and answering of questions and exchange of experience.
FMA1910. Breakout by Firm Size Sessions: 110+ People
A working session with firm managers of accounting firms with 110+ people, designed to get inspired, enlightened, encouraged and educated on the top trends and issues facing CPA firms today. Participants will be provided opportunities to connect with others in firms about the same size or those looking to grow their firms. Time is intentionally allocated for the asking and answering of questions and exchange of experience.
FMA1906. Breakout by Firm Size Sessions: <25 People
A working session with firm managers of accounting firms with 25 or fewer people, designed to get inspired, enlightened, encouraged and educated on the top trends and issues facing CPA firms today. Participants will be provided opportunities to connect with others in firms about the same size or those looking to grow their firms. Time is intentionally allocated for the asking and answering of questions and exchange of experience.
Wednesday, June 12 2019
FAM-ily Feud Breakfast
Sometimes communicating at work can be challenging, especially between inter-firm "families". This breakfast will examine some of those challenges in an entertaining, "FMA-ily Feud" style.
ENG19K02. Professional Update
ENG19WA01. CPA Practice Advisor Top 25 Women in Accounting Awards
ENG19K03. Leading Through Organizational Transformation — A Conversation With Simon Sinek
FMA1911. Email Extinguisher: Simple Steps to Shrink the Inbox
Do you have an inbox full of emails and don't know where to start? Do you use your inbox as your task list? Get the tools you need to break out of email jail. This session focuses on email behaviors and shortcuts for G Suite and Outlook users.
'I’ve seen major improvements in the last month after attending Email Extinguisher. I left feeling validated with tangible tools to help improve my day-to-day work. The workshop felt like church to me, saying “amen” and “Hallelujah” after each statement.' T. M. Senior Clinical Trial Manager, Vertex Pharmaceuticals.
1) Overcome email anxiety and addiction
2) Shrink your inbox with rules, filters, and newsletter organization
3) Communicate effectively to shut down with Inbox Zero
FMA1912. The Alien Invasion: Non CPAs in our CPA World
If you thought the world of talent development was complicated before, we are reaching new heights of complexity today as we are front and center to the alien invasion of non-cpas entering our space. In this session we will unwind the complex, and move you and your firm to a talent advantage. Don't worry about this change in our world, get excited about the prospects that are ahead of you and develop an action plan for your return home.
1) You will identify the mindset needed to take advantage of new talent that will make your firm amazing.
2) You will develop a specific action plan for your return home including strategy and accountability.
FMA19NL03. This Ain't Your Mama's Culture
FMA1913. Shifting to a Learning Culture
We are living in face paced changing world which is impacting our cultures and the learning environment. We will review strategies for strengthening learning, so we are building capacity at all levels. We will explore new best practices and actions for everyone to consider.
1) Define learning culture and successful learning organizations
2) Discuss tips, tricks, and transitions
3) Outline factors necessary for a successful change
4) Discuss what is working and what is not working with our firms
FMA1914. Delivering through Diversity
FMA1915. Using Strategic Questions to Drive a More Successful Culture
Do you know your strategic questions? Chances are you're struggling to overcome challenges: integrating millennials, effectively managing data, leveraging technology, moving the needle on innovation, etc. But it’s also likely you are focused on the wrong questions. Rather than taking the traditional approach to these topics, Jeremy will encourage you to start with different questions. Through engaging discussion, humor and actionable takeaways, Jeremy will use the SQ Method to provide firms the framework they need to ask the right questions, get the answers they need, and build a more successful culture.
1) Describe a methodology that focuses on questions to accomplish firm goals.
2) Understand how a culture of questioning can lead to innovation, growth, and overall success.
FMA1916. How to Build a High Performing Culture
While most organizations allow their cultures to evolve naturally, top-performing ones don't leave this to chance. They understand the profound impact their culture has on the performance of their employees and thus the performance of their organization. They're amazingly intentional and systematic about how they define, drive, and leverage the culture they want to have. We show you how to do just that.
1) A practical, actionable, no nonsense program designed to give participants the tools to leverage their corporate culture as a distinct competitive advantage.
2) The difference be a "good culture" and a "high performing culture" -Why behaviors are more important than values
3) How to "institutionalize" your culture
Thursday, June 13 2019
It's a Beach of a Breakfast
This breakfast session will feature the "Top Ten" reasons to join firm managers from throughout the country in 2020 as top issues and opportunities will be addressed through educational and networking offerings.
ENG19K04. Stress-Testing America's Prosperity
For years, America's economy has led the rest of the developed world, but will the U.S. remain the global dynamo or is the country’s ongoing recovery built on an unsustainable pile of debt? Minton Beddoes examines the economic outlook from American and global perspectives, offering up-to-the-minute insight on policy-makers' priorities and expertise on the likely direction of issues, ranging from job creation to the deficit's effect on global interest rates to potential financial regulation.
FMA1917. How to Use a Talent Assessment to Hire for Culture Fit
As the accounting profession continues to become more competitive; hiring the right person for the role is a business imperative. With turnover rates soaring as high as 150 - 200% of an Associate’s first year’s annual salary, hiring for culture/talent fit is just as important as their technical fit. To help mitigate the likelihood of a poor hire and costing your firm more money than it needed to, you MUST use a validated assessment in the hiring process. The truth is, there are so many assessments in the market that you may use the wrong tool for the job which could result in a poor hire and/or open your organization to LEGAL RISK. This session will provide you with the information needed to accurately and legally use a talent assessment in the selection process. Not only will you will leave the session with clear guidelines on how to select the right instrument and how to use it in your selection process (as well as the rest of your talent management efforts) – you will be exposed to a very robust tool that accomplishes this mission for your firm.
1) Recognize the legal parameters in using a talent assessment in the selection process.
2) Summarize the four criteria needed to accurately use a talent assessment in the selection (and entire Talent Management) process.
3) Analyze and evaluate how they can use a talent assessment within their firm.
4) Create a strong case for the implementation of a talent assessment within their firm's selection (and Talent Management) process.
FMA1918. Lean CPA Firm Operations
Lean Six Sigma consultations within the accounting profession primarily focus on process improvement within the firm's tax and assurance practices, often overlooking internal operations where there is a trove of production efficiency and financial benefits. Lean CPA Firm Operations will explain how Lean Six Sigma methodologies can improve your firm's Practice Management, Internal Accounting, Payroll and Information Management processes to streamline your internal operations.
1) Clearly understand Lean Six Sigma consulting methodology with an explanation of practical tools and resources that you can apply immediately within your own firm
2) Walk through the firm's internal operations to identify key areas where Lean processes will improve your firm's administrative processes.
FMA1919. Unscripted: The Role of Improv in Developing High-Performing Teams
A team of professionals who seamlessly rise to any challenge—perhaps the elusive goal of managing partners everywhere. Yes, achieving this at your firm can feel like a pipe dream, particularly when today’s business environment eschews a one-size-fits-all mentality. Here’s the thing: it starts with making each team member feel valued and engaged. And, this often calls for going off-script…just like in an improv comedy routine. In this energetic and interactive session, we’ll discuss the six improv-inspired factors that influence learning and their role in developing high-performing teams. Together, we’ll explore how skills are learned and formulate ideas to take back to your firm. You’ll even have the chance to practice some improv of your own!
1) Explore the six factors that influence learning and development.
2) Get practical tips for implementing strategies to engage individuals and form high-performing teams.
FMA1920. The Legal View of Being Non-Politically Correct
What happens if the boss say something that is not Politically Correct? Is it different if an employee does it? Can you be sued for discrimination or harassment? How do federal employment laws impact what can be said at work? Attendees will learn about the Equal Employment Opportunity Commission, the National Labor Relations Act, and various federal laws, including Title VII of the Civil Rights Act.
Attendees will learn:
1) How to analyze verbal and written statements (including email and text messages) that may not be politically correct; and
2) How the employer (e.g., a CPA firm) should respond when they receive a complaint about comments that are not politically correct, or uncivil, or otherwise inappropriate.
FMA1921. Is Leadership Going Soft?
Study after study has shown that soft skills are vital in helping individuals and businesses succeed. According to a recent report from Boston College, Harvard University, and the University of Michigan, training in soft skills such as communication and problem solving can raise productivity and retention by 12 percent and deliver a 250 percent return on investment. But how can you develop your soft skills, and use them to your advantage? Adapting to the change in leadership skills starts with the culture of the company. During this session, you will hear about how soft skills can help set you apart and give you a competitive edge in the workplace while also discovering the seven essential qualities of leadership that are so important in our daily lives.
1) Discovering ways to see the soft skills from a different vantage point
2) Understanding the characteristics of effective leadership How to redefine the climate if you can't change the culture
FMA1922. Data Driven Firm Automation Panel
Big data is having a profound impact on the accounting profession and CPA firms are utilizing data analytics applications, machine learning and robotic process automation. This session will discuss actual utilization of these technologies within accounting firms and and overview of where these technologies are going.
1) Hear firsthand examples of data analytic and dashboard tools, automated production processes use machine learning and robotic process automation being implemented in CPA firms today
2) Understand the process the panelists went through to evaluate and implement applications
FMA1923. 50 Ideas in 50 Minutes
We come to events like this not only to hear great speakers and interesting topics, but to connect with our peers for those rare opportunities we get to see them face to face. It's nice to see old friends, but we also like to hear what new and innovative things those friends are doing at their firms. Well, here is a chance to get all of those ideas - at least fifty of them in less than an hour. Join us for this moderated session to hear innovative ideas in practice management in a quick and fun format. Everyone attending will receive value from their participation - whether it is contributing an idea(s) or taking one or more home with them. You won't want to miss this session!