The Efficient Accounting Practice

There is nothing so useless as doing efficiently that which should not be done at all.

Peter Drucker

In the best practices, owners surround themselves with excellent staff. And in nearly every case, that excellence is a learned—and earned—attribute, not just a happy coincidence. Spend time (and money when necessary) developing your staff. You are the conductor of the orchestra, captain of the ship. Are you providing your staff with the tools they require to be successful in their positions? Have you clearly communicated your expectations, large and small, to every member of the team? Do you meet with your staff regularly? Are problems addressed and corrected quickly? Is your staff comfortable approaching you with ideas for improvement?  What is your team doing that can be eliminated altogether?

Never discount the contribution your staff can make to your firm’s efficiency and profitability.

Encourage and capture that energy by building rapport with every employee. I always advise owners of new practices to spend time with each staff member individually. This is not a time for you to “tell them how to do their job.” Rather, it’s a time to ask questions and listen. Let your employees know that they will always be heard. Let them know that their work is appreciated. When your staff feels valued, they will put forth their best effort. Your attention to your team members will create a positive office atmosphere, enhance employee productivity, reduce turnover, and Iead to innovations for your business that you may have never thought possible.