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Deeper Weekend 2014

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  • Adrian Simmons
    Adrian Simmons
  • Bryan Coleman
    Bryan Coleman
  • Greg Kyte
    Greg Kyte
  • guestblogger
  • Jason Blumer
    Jason Blumer
  • Jennifer Blumer
    Jennifer Blumer
  • Scott Kregel
    Scott Kregel

bryan“The day you sign a client is the day you start losing them.” – Roger Sterling, Mad Men

Losing a client isn’t something we like to think about, but in the end it’s unavoidable. It can be stressful or painful; it can even be a relief. Regardless, you need to be prepared for this. The reasons behind a client’s decision to leave are myriad. Life happens. Clients can move or retire, but more often than not clients leave because they weren’t getting the level of service they desired. Read more

Category:
Cliff Jumpers
Comments:
1

Jennifer BlumerI asked our members to share some thoughts on Deeper Weekend and got some hilarious and amazing quotes. Enjoy!

 

  • “It’s the most fun you can legally have in Greenville in November.”
  • “Deeper Weekend, come spend time with the coolest Accounting Tribe.”
  • “A conference for weirdos, by weirdos.”
  • “DW…where it’s actually hard to be the coolest CPA in the room.”
  • “A time of learning for the brave”
  • “Come for the swag, stay for the free coffee.”
  • “Leave your khakis at home.”
  • “It’s the most fun an accountant can have without his calculator.”
  • “Bring your phone to keep tabs on what’s happening AT the conference, not outside it.”
  • “Where sarcasm becomes a core competency”
  • “Coming from someone who prefers live CPE, after attending the last two years I must say DW is the best conference I’ve ever participated in.”
  • “Deeper Weekend made me richer, smarter, funnier, cooler and taller. Best money I ever spent.”

Read more

Category:
Uncategorized
Comments:
0
REFM -  Adrian Photo Square - CATOBSystems are so important as enabling mechanisms. Sometimes I like to call them “structures of freedom.” I’m reminded of a quote from Tim Williams at Thriveal’s Deeper Weekend last fall, “Process is the architecture for getting things done.” Even creative processes, like transforming your firm, require some level of scaffolding to help you see it through from concept to realization.

 

Systems can compete with each other too. The system you know and use now will almost always beat out the one that’s fledgling or undefined. This is why it’s almost always easier to spend hours replying to e-mails than to change your firm. There’s a system for e-mail, but not for transformation.

 

So our goal is to develop a creative system for our firm, shield it during its fledgling stage, and then let it grow to become part of our way of doing things, that stands its ground and evidences its value as part of our firm’s operations.

 

Cracking this nut is not easy. But I feel like I took another step earlier this year in my own personal system.

 

–I’ve chatted before about how I use Evernote to capture ideas.

 

–Last year at some point, I also started using Evernote to create an overview of my week, including both personal and business items (this came from the “aha” moment that I couldn’t have a separate system to manage the two — things were getting lost in the shuffle).

 

–Earlier this year I ran across a blog post on the Evernote site by Michael Hyatt on how to use Evernote to achieve your long-term goals. There, he describes a system of creating a master note of your goals for the year. Then linking them to sub-notes that contain your key motivations for that goal, the next actions, progress reports to yourself, and random notes you might collect along the way of accomplishing it.

 

–Add to that the smartphone app, Swipes, and I was cooking. Swipes is a daily productivity app that “helps you collect, organize, and take action on the right tasks at the right time.” Swipes also has a basic Evernote integration, which is a nice bonus.

 

So my process became:

 

  1. At the beginning of the year, I laid out my big 3 goals for the year. I made a master note in Evernote, and linked those to sub-notes which contained a checklist of the items I needed to accomplish to complete that goal.
  2. Each week, I laid out the next seven days in my weekly Evernote template, with a focus on managing my personal energy wave, not just listing to-do items. If that week I was going to accomplish one of the strategic items from my big 3 goals, I’d include that too.
  3. At the beginning of each day, I typed that day’s items into my Swipes app and used its slick interface to prioritize, clear, remind, and/or schedule them. If one of the days included a strategic item from my big 3 goals, I used the Swipes integration to link it to the related Evernote note so the additional information was at my fingertips.
  4. And during the day, I used Swipes to manage the ebbs and flows. I really appreciated its adaptability, and how its design aided in keeping me focused.

 

The thing I learned (or re-learned from the above, is that we’re managing multiple time zones, and we need a system for each. We’re managing the long-term, the medium-term, and the today-term. My big 3 goals are my long-term. My weekly overview are my medium-term. And my daily tasks are my today-term. I finally had a system for each, and they were becoming enabling mechanisms. Structures of freedom.

 

And then one of the first TED Talks I had seen came back to me: The Psychology of Time by Philip Zimbardo. A fascinating talk, if you have the time to watch.
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Adrian G. Simmons is a CPA innovating ways to put money in its place. After working as an auditor out of college for KPMG, he joined his father in public practice in 2002, and now acts as the Chief Creative Designer there. With the team, he looks for ways to help their customers become financially strong, so that they can focus on what truly matters in life. Adrian likes tech, uses a fountain pen, successfully attempted a half-marathon (and may try another), and prefers dark over milk chocolate.

bryanOne of the hardest things to do when you first jump the cliff is pricing your work. It’s especially hard in a service business. When you sell a product, you have at least one benchmark in terms of pricing and that is your cost to buy or build the thing that you’re selling.

In a service business, especially when it’s just you, there may be little to no direct costs for each new client. You’re basically alone in the wilderness and if you didn’t do a lot of pricing in your previous career, this can be an uncomfortable process that leaves you feeling lost. Read more

Category:
Cliff Jumpers, Pricing
Comments:
3