Want to know what people are thinking about the Next Generation of Leaders? This report is from participants at my sessions at the CCH User Conference in Phoenix, AZ. It covers what the biggest leadership challenges facing CPA Firms? How many have a well-defined career path to partner, What about learning and development? IS learning tied to career paths?
Next Generation Leaders - Report from sessions at CCHUC13
The Next Generation Leader - Navigators of Change CCHUC13
Generated on October 30, 2013
How many years have you been in the CPA Profession?
What generation are you?
Gen Y born 1980 - 2000
Gen X born 1965-1979
Boomers born 1946 1964 (Votes: 10)
Matures born 1945 and
1925 (Votes: 0)
What size is your ﬁrm (number of people)?
1 to 10 (Votes: 0)
11 to 30 (Votes: 18)
31 to 50 (Votes: 5)
51 to 100 (Votes: 15)
100 to 250 (Votes: 11)
250 and up (Votes: 9)
Has leadership changed?
Yes (Votes: 30)
No (Votes: 20)
Not Sure (Votes: 1)
How has leadership changed...
Must be on top of things, times change much quicker
Founders retired (died)
got rid of 2 partners
No recent changes, all partners have been in place for
new technology initiatives
Need to be ﬂexible and more visionary
Retirement of a founding partner
Leadership has changed based of the the change in
generations, (boomer and y)
Methods used to lead, but some characteristics of a
leader remain similar
moving out of controlling to collaborating
less top down more collaboration
How people view their work changed
transition from retired partners to new/younger
to be successful need to be more collaborative; team
oriented. Stop the preaching from the mountain
It has to be more collaborative
Starting to get younger partners but still same
some new faces (younger partners) have brought fresh
ideas to the ﬁrm.
What is your biggest leadership challenge?
Older partners unwilling to change
Staff retention and motivation. Hard to pinpoint what
motivates new hires
Finding the kinder/gentler person when bringing in
Adjusting to the entitlement generation
developing new leaders
Attracting and retaining quality staff
talent.. work life balance
Getting outgoing partners to accept change and see the
need for change (speciﬁcally around IT)
Older partners not willing to change
Getting everyone from top down to change
Reluctant to change. Old school
Adapting to change
"this is the way we have done it for years and it works
ﬁne; why do we have to change"
Getting people comfortable with change
merging old ways with new...and keeping all satisﬁed
stepping up without being pushed
getting buy in order to enact the change
Adjusting our culture to attract new leaders
Bringing up younger generations
Getting people to move to more modern ways of
thinking. And retire before we are doing their estate
Finding them for the future
getting partner buy in
Retirement of majority of partners in next 10 years
Poorly deﬁned roles
old styles still hold strong
Lack of effective leaders within ﬁrm as role models.
Getting everyone on the same page yet their ideas are
Do you have a compelling vision/strategic plan for
Yes (Votes: 20)
No (Votes: 6)
Not sure (Votes: 7)
Do you have career paths to partner understood by
Yes (Votes: 7)
No (Votes: 33)
Do you have training linked to your career paths?
Yes (Votes: 5)
No (Votes: 9)
Kinda (Votes: 25)
Do you think you can "ﬁx" actively disengaged employees?
When you return from cpe...do you share what you learned?
have you read Start With Why
What is the average age of a next generation leader?
Can you have career managers who are techi
How do you make the business case to invest in learning
and development beyond satisfying CPE req's?
how does your ﬁrm handle "career managers". should there
be an up or out policy so new up-and-comers see
Get Conferences.IO for an Event You Are Hosting