The role of an operations leader is becoming increasingly critical in CPA firms as they look for ways to leverage technology, innovate, become more efficient and build a firm culture that attracts talent and clients.
Whether you’re an established operations leader or aspiring to the role, your success hinges on mastering a few essential areas: technology, talent, leadership, growth and process. The following best practices can help you deliver in these areas and thrive in your career.
Embrace modern tools and technology
The accounting profession is moving away from relying on manual tasks, legacy systems and outdated processes that bog down a firm’s potential for growth. Operations leaders must champion adopting and integrating modern, cloud-based tools to streamline workflows and improve efficiency.
Scalable solutions can help reduce inefficiencies, centralize communication and automate processes, saving firms hundreds of hours each year. This reliance on technology won’t put jobs at risk. In fact, many accounting firm leaders expect it to create growth by freeing up professionals to focus on strategic initiatives.
According to the World Economic Forum Future of Jobs Report, although 75% of companies plan to adopt automation and artificial intelligence (AI) tools, 50% expect it to create job growth.
Operations leaders must not only work to implement these tools but also advocate for ongoing training to ensure firm-wide adoption and maximize ROI.
Commit to continuous learning
Successful leaders are lifelong learners. Staying current with industry trends, regulatory changes and evolving technologies is non-negotiable. Engage with industry thought leaders through webinars, conferences and industry publications like the Journal of Accountancy and Accounting Today.
Leadership books, professional networks and peer communities also offer insights into organizational growth. Continuous learning not only sharpens technical skills but also builds strategic foresight, helping leaders anticipate and adapt to changes in the profession.
Build a strong culture
Culture is the heart of any organization, and operations leaders are pivotal in shaping a culture that prioritizes accountability, transparency and the employee experience.
According to Gallup, employees who feel connected to their organizations’ culture are:
4 times as likely to be engaged at work
5.8 times as likely to recommend the company as a great place to work
62% less likely to feel burned out
43% less likely to look for another job
So how do you create that culture? Look to build the following three elements:
Accountability. Establish clear expectations and follow up on commitments. Use a workflow management solution to track goals and assignments.
Transparency. Encourage open communication through regular team meetings and feedback loops.
Fun. Incorporate team-building activities to build camaraderie. Small gestures like recognizing birthdays or hosting themed happy hours can make a big impact.
Remember, happy employees lead to happy clients, making culture an investment in both internal and external success.
Invest in leadership training
While technical skills are foundational in accounting, leadership training is the differentiator for future-ready professionals. Operations leaders should focus on developing soft skills like communication, empathy and conflict resolution.
Incorporate the following into your learning and development program:
Mentorship programs. Match more experienced leaders with emerging talent to provide guidance and career development.
Coaching initiatives. Coach team members unlock their potential and develop their leadership abilities.
Leadership workshops and programs. Invest in training sessions focused on team management, decision-making and personal growth.
According to McKinsey, organizations that invest in developing leaders are 2.4 times more likely to hit performance targets. These programs develop future leaders and boost retention by showing employees that the firm cares about their growth.
Foster collaboration across departments
Departmental silos in CPA firms can hinder progress and lead to misalignment with strategic goals. Operations leaders must create opportunities for cross-departmental collaboration to ensure everyone is rowing in the same direction.
Here are a few best practices to support collaboration:
Create shared goals. Use the firm’s strategic plan as a north star to ensure all departments are aligned with overarching objectives.
Schedule regular check-ins. Schedule inter-departmental meetings to discuss progress, challenges and opportunities for collaboration.
Leverage technology. Implement firm-wide communication tools to facilitate seamless interaction between departments or offices.
Collaboration also extends to departments of one, where leaders should encourage individuals to engage with peers across the firm. The result? Greater efficiency, innovation, and a stronger sense of unity.
Success in operations leadership for CPA firms requires a blend of technical expertise, strategic vision and a commitment to personal and team growth. By adopting modern tools, embracing lifelong learning, fostering a strong culture, investing in leadership training and encouraging collaboration, operations leaders can position themselves—and their firms—for success.
Do you want to connect with other Operational Leaders in the accounting profession to become a more confident leader?
The Boomer Operations Circle is a peer group of Operational Leaders from successful and growing firms who work together to develop the best business strategies, plans and procedures. Apply now to start building valuable long-term relationships with others who are navigating the same challenges in shaping their firms for the future.
As the Member Experience Strategist of Project Management for Boomer Consulting, Inc., Erin plans, organizes, secures and manages resources for the firm’s many service and program areas, including providing assistance and constant communication with clients and sponsors and serving as an even liaison. Her primary duties include overseeing and managing the specifics of all Boomer Consulting, Inc. communities, such as the Boomer Technology Circles, CIO Circle, Managing Partner Circle, Business Transformation Circle and Operations Circle.
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