Do you give your team enough attention
Richard Brewin • February 12, 2020
How many of us really know what we are doing when it comes to building the right team and getting the best out of them?
When you run your own firm, or you are promoted to a more senior position, then the skills that got you there are generally driven by either being a good accountant or being entrepreneurial. For many of us, responsibility for human resources is something that goes with the job, rather than something that we are trained and skilled for.
Good employers and good managers will try their best but it is often a hotch pot of personal experience, network guidance and tips picked up along the way. And, of course, people are not the easiest of subject matter to read up on and apply your ideas and knowledge to. Unlike software, they are all unique. They all react and respond in different ways, follow different pathways and have varied triggers and influences.
Our teams are big investments for our firms and critical to our success. We wouldn’t try and fix our cars or homes if we didn’t know what we were doing so why try so much DIY with our firms’ most valuable assets?
In my experience, the firms that take their team management and development as seriously as any other aspect of the business perform significant better than they did before. Bringing in an HR specialist to advise on all aspects of recruitment, development, compliance and best practice has made a significant difference every time I’ve seen it done. I’m not talking quick fix here but bringing in someone with the intention of them being part of your long term plans.
Generally, for smaller firms, it’s an outsourced role but one that can still have senior management or even board room capabilities. I’ve worked alongside some fantastic external HR advisors who, over a period of time, have made a massive difference to the engagement, retention and performance of the team. The reason?...They are expert in the role!
Plenty of firms use external providers for their HR compliance these days. It makes sense given the levels of risk to the employer. I would urge a much more rounded approach though. Giving both management and the team access to an external HR perspective that understands the culture and vision of the firm drives performance every time.
If I told you that I had a strategy that would increase your profits, boost team performance, reduce employment risk, enhance the value of your business, raise client service levels, improve quality and generally add more happiness to your working day then you’d take the advice wouldn’t you?
If it’s not a strategy you currently employ then I would strongly recommend you build it into your plans.
In the Accountant/client relationship, “yes” often feels like the default. Yes to urgent requests. Yes to timeline shifts. Yes to “just one more thing” added to the scope. We want to say yes to our clients. We want to support them, be helpful and build more work, but every unqualified additional yes becomes an invisible cost; on your time, your margins, and your wellbeing. Bold accountants think differently. They know that “no” isn’t rejection. It’s honest and professional. It’s a strategic decision that protects quality, strengthens relationships, and reinforces your value.
Let’s be honest, most business owners have a perception of an accountant that probably falls far short of our ambitions. They want someone who helps them make sense of the chaos, plan for growth, and sleep better at night knowing someone’s got their back, but their accountant doesn’t usually spring to mind as this person. What they dream of is a coach, not an accountant, but, weirdly, they often don’t trust coaches but do trust their accountant. Their accountant can be both, so the client gets the trust and the coaching
Artificial Intelligence isn’t the future of accounting — it’s here now. From automating repetitive tasks to delivering deeper insights, AI is transforming the way we work, serve clients, and lead teams. But for firm leaders, success isn’t just about implementing technology; it’s about doing it strategically, responsibly, and humanely . Before diving into the ‘how’ and making piecemeal decisions, accounting firm leaders need to consider the ‘why’…and its not as simple as “because everyone else is”.