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Deeper Weekend 2014

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Leadership

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

I suck at sports.

In college, my roommate recruited me to be on an intramural softball team. During practice, I got hit in the face by a ground ball. That’s how bad I suck. A softball that was rolling on the ground, broke the laws of nature, jumped up, and hit me in the face … just to make sure that I understood that the Sport of Softball knows that I suck.

Before becoming a CPA I was a middle school math teacher. Every year, on the last day of school, the teachers would play against the eighth-grade basketball team. In the 70-year history of the school, the teachers never lost. Until I played. That was the first and only year I played, and that was the first and only year the teachers lost.¹ Read more

One of the best books I’ve seen that helps entrepreneurs get their vision down on paper is Gino Wickman’s book, Traction. That’s why I’ll be teaching some concepts from the book to scale and grow your firm at this year’s Deeper Weekend conference (watch this video to get a $250 early bird discount to the conference on Oct 25 to 27.)

 

In Traction, Wickman says “Entrepreneurs must get their vision out of their heads, and down onto paper.” This is one of the most enlightening concepts in business today. The concept of establishing a vision can be daunting at first because it has lived cluttered in the entrepreneur’s head for so long. It can be hard to write down, but extraction of a vision is necessary if you want to build an organization larger than yourself. According to Wickman, the first step in getting the entrepreneur’s vision down onto paper is to write out the Core Values of the business. But before we get to the steps of writing out your core values, let’s look at some principles supporting the importance of your core values.

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Category:
CPA firm, Deeper Weekend, Leadership, Strategy
Comments:
1
I was sharing with our Thriveal community recently about a practice my partner and I go through in running our companies. We take a full day each week to plan the strategy of growing our companies with purpose, and we base a lot of the rhythm of this weekly meeting on a great book by Gino Wickman called Traction. We’ve been doing this for a few months now, and it’s been incredible what we have been able to accomplish in small amounts of time. It has allowed us to exponentially move large strategies, take larger risks (in safer ways), and create huge amounts of processes in smaller amounts of time.

 

As I was sharing our full day of strategy work with the community, one member asked a really good question, “one full day? seems like overkill or has there been payoff?” As with many good questions, the answer is “it depends.”

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Category:
CPA firm, Leadership, Strategy
Comments:
0
Leadership has been something I’ve been growing in for a couple of years now. I even spoke about it at our Deeper Weekend conference last year. During my talk, my perspective was that you are a leader if you are a firm owner. Period. You may be a poor leader or a great leader, but you are still the leader of your firm. It is a fact with the position you hold as the owner of the firm.

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Category:
CPA firm, Leadership
Comments:
2
Jason BlumerNo one is really talking about how hard it is to change your compensation structure in a Nontraditional firm. At least, I haven’t seen the articles anywhere. By way of definition, Nontraditional here means that you do not bill your time to the client, or you price all work up front, or you may offer services as a product, allowing your client to pay for their services on a monthly recurring draft or invoice.

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Jason BlumerI’ve had some successes and failures as a leader lately. I want to write down what I’m learning.
Here is what I’m learning as a leader:

 

1. I’m leaning into my human work. I ain’t no boss, and I sure ain’t no manager. Bosses like to tell other people what to do, and managers check up on people to make sure they did what they were supposed to do. I hate both of those. Leaders serve. And who are they serving? Humans. And humans are messy. I’m messy. It seems, “Messy + Messy = Miscommunication, Confusion, and Frustration.” But what if “Messy + Messy = Opportunities to Become Better Humans?” I’m learning that it does mean that, at least for me. So I’m leaning into people. I’m leaning into my partner, Julie Shipp. I’m leaning into my team. And I’m leaning into my wife. I’m leaning into my clients. Leaning into human work means you are going to step on toes, and awkwardly do and say things you didn’t mean. But I’m going to do it anyway because I believe leaning into humans will bring great transformation for me, my team, and my clients.

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Category:
Leadership
Comments:
4