Referrals are the lifeblood of many accounting firms. But far too often, referrals happen by chance. A client might casually mention your name to someone — but there’s no system in place to make it easy, trackable or repeatable.

Let’s be honest: hoping for referrals isn’t a marketing strategy.

To generate reliable, high-quality leads, you need a referral program that’s structured, intentional and easy to use. The good news? You don’t have to build it alone. With AI tools and simple automations, creating a referral program is easier than you think.

Why Referral Programs Work

Referrals come with built-in trust. Also, organized referral programs outperform traditional marketing channels. Consider the following:

• Referral leads convert 30% higher than others. (Saassquatch)
• Referred customers have a 16% higher lifetime value. (Growsurf)
• 84% of B2B decision-makers begin their journey with a referral. (ReferralRock)

How to Create a Robust Referral Program

This free guide, “AI Prompts for Building a Client Referral Program,” outlines what you need, including AI prompts, CRM tips and a step-by-step checklist. Here’s a preview:

• Step 1: Define your ideal referral. When you’re specific, your clients will know exactly whom to refer. Provide guidance about the following:
• Your niche (e.g., dental practices, construction firms, solopreneurs)
• The ideal client’s size or revenue range
• Services those clients will most likely need (e.g., tax planning, bookkeeping, advisory services)
• Step 2: Choose incentives that work. Incentives don’t need to break the bank, but they should be meaningful and professional. Explain the terms clearly — for example, the reward is issued after the referral’s engagement letter is signed. Popular incentives might include the following:
• $50 to $100 discount off their next invoice
• A donation to a charity of their choice
• Gift card to a favorite local spot
• Free service upgrade (like a financial review)
• Step 3: Promote the program. If clients don’t know the program exists, how can they refer others? Your messages should incorporate friendly language, such as “Know someone who needs reliable accounting support? Send them our way — and get rewarded.” Then, promote it in various ways, including the following:
• In client newsletters
• On your website’s home and services pages
• As a message in email signatures and invoice footers
• During onboarding and meetings
• In post-tax season wrap-up emails
• Step 4: Make referring as easy as possible. Clients are busy. Make the process effortless with tools like the following:
• A referral link or form
• A forwardable email
• A business card with a referral or QR code
• A simple “Who referred you?” text field in contact forms
• Step 5: Track and thank every referral. One of the biggest mistakes you can make is to ignore or forget a referral. To avoid that, consider the following:
• Tag and track referrals in your CRM.
• Set up notifications for follow-up.
• Send thank-you notes — even if the lead doesn’t convert.
• Keep a list of top referrers to celebrate annually.

Tip: Add AI and Automation to the Mix

Here’s where it gets smarter! Pair these tips with AI tools and your CRM automation to create a system the runs in the background — saving you time. Use these tools to auto-generate outreach and thank-you messages, draft social media posts or scripts, and personalize follow-ups at scale.

Ready to Launch?

If you’re serious about growing your firm through word of mouth, it’s time to stop guessing and start building a referral program that works. The “AI Prompts for Building a Client Referral Program” guide includes sample prompts to use with AI tools, CRM suggestions for tracking success and a ready-to-use checklist for launching your program.

What are you waiting for? Don’t let those referrals slip by.

Accounting firms can no longer rely on familiar marketing tactics to stand out. In a world oversaturated with marketing messages, relevance is everything. Audiences — whether clients, prospects or key contacts — quickly tune out anything that doesn’t speak to them. To attract attention and move people through the buyer’s journey, marketers must be more creative, intentional and focused than ever before, delivering personalized experiences that build trust, spark dialogue and foster community. The following are seven marketing strategies modern accounting firms should consider:

1. Lead with authority, not just visibility. Trust is built by solving real problems before you’re hired. Move beyond basic content — create interactive tools like a project cost calculator, industry-specific risk map or capital planning scorecard. Offer confidential office hours or a regulatory watchlist by sector. These resources show you understand your audience’s world and can guide them through complex decisions, earning trust before the first call.
2. Create personalized, data-driven experiences. Audiences expect relevant, tailored interactions, not generic messaging. Start by aligning your outreach with key business activities, such as expansion, hiring or equipment upgrades, to trigger timely messages about tax credits, regulatory changes or planning opportunities. Use data, AI and behavioral insights to personalize content, outreach and digital experiences based on industry, location or engagement patterns. Reinforce your value with targeted checklists, short videos or sample reviews that address specific goals and risks. These touchpoints demonstrate that you understand their priorities and position your firm as a proactive partner from the start.
3. Build community through peer groups and events. Today’s clients want more than reports or advice; they want meaningful relationships. Create spaces for peer collaboration through invite-only mastermind groups, roundtables or executive retreats. Let clients lead the value exchange, and bring in outside experts to add depth. These gatherings foster trust, spark fresh ideas and give clients something they won’t get elsewhere: a professional community that makes your firm an indispensable part of their success ecosystem.
4. Turn testimonials into client-centered stories. Testimonials are good, but client stories are better. Showcase your clients’ success, not just your role behind it. Use mini case studies or short videos to build an emotional connection and reinforce your expertise without overt self-promotion. Let clients be the heroes, and include an industry thought leader or subject matter expert to add credibility and speak to the value you provided.
5. Deliver exclusive, members-only insights. Create a private client content hub that offers more than articles — think priority access to proprietary research, early looks at tax strategy shifts, curated industry trend reports and invitations to closed-door briefings. This isn’t about publishing more; it’s about offering high-value, exclusive insight that your clients can’t get anywhere else. When clients feel like insiders, they stay engaged and loyal.
6. Use social media to extend value — not just visibility. Don’t chase likes — use social media to spark meaningful engagement. Share highlights from exclusive events, previews of proprietary insights or invitations to small-group strategy sessions to show what people are missing by not working with your firm. Use polls to gather input or test ideas for future content. Social media should serve as a gateway to meaningful engagement, not just a platform for promotion.
7. Establish and share a client service guide. Create a client service guide that defines your core values and exactly what actions bring them to life. Share it internally and with clients to promote consistency and accountability. Publish the guide on your website and include it in client and staff onboarding materials. A clear, visible guide ensures everyone understands exactly what “exceptional service” looks like and helps your team deliver on your brand promise every time.

Success in modern marketing isn’t about being everywhere but consistently delivering value with focus and purpose. In an industry full of sameness, doing more isn’t the answer — doing it differently is. The most effective accounting firm marketers in 2025 will prioritize trust, experience and community over impressions and clicks.

Real growth comes from relationships, not algorithms. The metrics that matter most are client acquisition and retention, both driven by trust built over time. The firms that thrive make a meaningful impact on their clients’ businesses — the ones clients call before making a significant move, whether it’s expanding, hiring a CFO or investing in new capabilities. That level of trust isn’t given; it’s earned through consistent relevance, responsiveness, reliability and results.

Achieving efficiency in any job demands a specific mindset — one that is shaped by experience and the necessity of the task at hand. My experience comes from installing tile in large department stores, and I urge you to pay attention next time you’re in one; visualize the complexities of that job.

The role of a CPA is fundamentally similar. Instead of laying tile, you manage data, clients and employees through a process that must be executed on schedule. Every unnecessary interaction with data or clients wastes your time and duplicates your efforts. In my observation, a staggering 90% of inefficiencies arise from a mere 10% of the entire process.

In flooring, any instance of handling tiles more than once clearly indicates a problem. So, how do you pinpoint these issues? You need to implement IBM flowcharting templates. This dynamic tool will require multiple iterations to map and define the workflow accurately. Once you establish the current path, you can effectively begin your analysis and drive improvement.

What Do Inefficiencies Look Like?

One of the most significant complaints I hear from my CPA colleagues during tax time is interruptions. Whether the interruption comes from a client or associate, the damage remains: time lost, the process stopped and inefficiency created. How do you eliminate the inefficiency? It can vary depending on the individual doing the analysis, but here are some simple guidelines to follow:

• Eliminate: Client interaction is non-negotiable and must remain a cornerstone of your operation. However, it is imperative to reevaluate processes that may have once been effective but are now outdated. My office has entirely phased out hard copies of client information, eliminating unnecessary paper waste and freeing up valuable space in our filing cabinets. While complete elimination can drive efficiency, not every function, such as paper use, can vanish.
• Change: Embracing change is essential. We have moved away from columnar paper to computer spreadsheets, and technological advancements are revolutionizing every facet of the accounting business. Staying stuck in the past is not an option. Adopting new tools that enhance efficiency and keep you at the forefront of our evolution is essential. Those who fail to adapt will face dire consequences.
• Mitigate: Elimination and change are critical for increasing firm efficiency, but it’s the ability to mitigate challenges that offers the most significant opportunities for improvement. Take interruptions, for example. While you can’t eliminate them or stop being a resource for your team, you can effectively mitigate their impact. Mitigation requires a strategic approach; placing barriers too high can stifle the flow of essential information and disrupt office productivity.

When I tackle projects like this article, I implement two crucial barriers to combat interruptions:

• Connection: Connection is the most straightforward, yet most difficult, barrier to maintain. I turn off my phone’s ringer, shut down my email and lock my door to ensure an environment focused on productivity. It’s time to take control and maximize our efficiency. The concept of threshold enters the process. What would be the threshold where interruption would be warranted? Setting thresholds like interruption may unduly restrict the flow of your firm. The choice of threshold corresponds to your individual preference. I caution you against being too strict with the level you choose.
• Time: For me, the connection has worked well, but time has worked since I began my professional career. As an early riser, I have found that performing essential tasks while others are sleeping offers me the best opportunity for efficiency.

The accounting profession is undergoing a seismic shift, with private equity (PE) now firmly entrenched in our landscape. As someone who’s advised on 30-plus PE-backed CPA firm transactions in recent years, I can attest this isn’t a trend — it’s the new normal. Here’s what partners at firms need to know about how PE works, who qualifies and why education is critical.

How PE Works

• The players: More than just PE firms
• Family offices often seek longer holds (10-plus years) with less aggressive growth mandates.
• Pension funds/wealth managers typically target stable cash flows.
• Short-term versus Long-term holders: PE firms may flip a firm in three to five years; others hold indefinitely.
• Deal structures: Majority ownership versus minority ownership
  • 60/40 splits are common: PE buys 60%; partners retain 40% as “rollover equity” (reinvested into the deal).
  • Local versus TopCo rollover: Where your 40% sits impacts whether you control your own destiny or are impacted by the performance of the entire group.
• Valuation: It’s about EBITDA, not revenue. PE firms evaluate CPA firms based on adjusted EBITDA (earnings before interest, taxes, depreciation and amortization), not top-line revenue. Adjustments to EBITDA might include owner compensation adjustments and non-recurring expenses.
• Multiples: Adjusted EBITDA X Multiple = TEV
  Example: A firm with $8 million in revenue and $2 million in EBITDA might command a 5x multiple, yielding a $10 million total enterprise value (TEV).
  Real-world benchmarks: Firms once fetching 3.5x to 5x EBITDA now command 4.5x to 8x, depending on niche and geography.
• Payment Terms: Highest multiple ≠ best deal
  • Upfront cash (typically 50%) with balance paid over five years
  • Working capital requirements (e.g., three months’ cash left in the firm versus more)
  • Huge variations in calculation of EBITDA (higher EBITDA times slightly lower multiple may yield greater TEV)

Who Should Consider Private Equity?

PE isn’t for everyone, but every firm should evaluate it. Ideal candidates have the following:

• EBITDA ≥ 15% of revenue after partner scrape (reduction in partner compensation). Firms below this threshold may struggle to attract interest.)
• Growth-ready: PE seeks scalable platforms (firms that have track record of organic growth as well as successful M&A growth).
• Leadership teams with poor internal succession. PE brings professionalized talent acquisition and has better odds of engaging younger partners for succession.

Why Education Is Non-Negotiable

PE-backed firms are your new competitors. They can:

• Outspend on talent: Offering salaries 20% to 30% above market
• Leverage capital stacks: Funding acquisitions
• Move faster: Streamlined decision-making versus traditional partner models

Even if PE isn’t right for your firm, understanding these dynamics is critical to competing.

The Bottom Line

Private equity has reset the rules. The question isn’t “Should I explore this?” but “How do I position my firm to thrive in this reality?” Whether you pursue PE or not, ignorance is the only unsustainable strategy. The time to get educated is now.

We had the incredible opportunity to share our knowledge and experience in the accounting profession last month with students at Cumberland Regional High School, which was coordinated by the Center for Audit Quality’s (CAQ) Accounting+ program/EVERFI. We were eager to introduce the power that accounting holds in modern society — particularly as a field that was mainly known for just its financial functions, to one that offers careers that open a world of limitless possibilities.

We started by sharing our own experiences in accounting. Then we described the basic functions of an accountant, how we serve as advisors to business owners, and the purpose and importance of auditing. Additionally, we explained the education and other requirements for becoming a CPA.

Why Become CPAs

We discussed practical applications of accounting, such as the following:  

• One student said that before becoming a business owner at a car dealership, he may be able to first start as an accountant to learn more about the business.
• Other students talked about their part-time jobs, and discussion ensued on budgeting and spending or saving decisions.

Grace Wilson, business teacher at Cumberland, emphasized that our presentation helped her students gain a real-world understanding of the accounting profession and the importance of financial responsibility.  She explained that our insights as CPAs provided a unique perspective that truly enhanced their curriculum.

Our ability to create a lasting impression on students brings us immense joy and excitement. This experience has not only inspired the students, but it has also inspired us. The future of accounting is invigorating and vibrant and we were honored to be able to share it.

What Others Can Do

Sharing one’s story and discussing the reasons to go into accounting helps to engage the next generation of accountants. Here are some ways others can follow suit:

• Get involved with the NJCPA to visit schools. More than 65 NJCPA members visited 70 high schools in 2024 to inform students about becoming a CPA.
• Become a mentor. Make a difference and assist the next generation of accountants)
• Participate in community service events. Encourage students to help support/participate in project-based or day-long service events held by NJCPA to help the community.
• Spread awareness. Organize networking events that give students the chance to connect and learn more about CPAs.
  

As an accounting educator, my core mission has always been to prepare accounting students for the evolving demands of the profession. Reflecting on my own experience graduating with an accounting degree in 1985, I recall that personal computers and spreadsheet software were missing from the classroom. We learned traditional accounting methods but had little exposure to the tools that would soon transform the profession.

Fast forward to today, Nicholas, my co-author, agrees that the landscape of accounting education has changed dramatically. Technology, particularly cloud-based platforms and the internet, has revolutionized the way we teach and how students learn. Microsoft Office tools, like Excel and Word, are now essential components of the curriculum. Data analytics, artificial intelligence and specialized platforms, like Power BI and Tableau, have become powerful additions to our teaching arsenal. Textbook publishers have enhanced learning with interactive tools and assignments, and major software companies, such as SAP and CaseWare, have developed academic partnerships that give students hands-on experience with industry-standard tools.

Despite these advancements, there is a growing expectation for students to enter the workforce with a strong command of tools like QuickBooks, Excel and Google Workspace. These are no longer optional skills; they are essential for day-one readiness.

A recent article by CPA Credits outlined the top 10 skills aspiring CPAs need:

1. Analytical skills
2. Attention to detail
3. Communication skills
4. Ethical judgment and integrity
5. Organizational skills
6. Technology proficiency
7. Problem-solving skills
8. Interpersonal skills
9. Project management
10. Knowledge of accounting standards and regulations

These skills align closely with both academic programs and employer expectations. Jake Galan, CPA, senior manager at CBIZ (and a Stockton University alumnus), notes that the qualities he values most in new CPAs are attention to detail, ethics and integrity, communication skills and time management. He emphasizes that these must be cultivated during college and refined through internships. Today’s CPAs are no longer just providers of financial data; they must analyze and interpret the numbers and communicate their insights clearly and persuasively.

This shift is echoed by staffing firm Robert Half in a 2023 article, which states that “CPAs must know how to present information in a clear, concise and compelling manner — especially to nontechnical audiences.”

Edward G. O’Connell, CPA, CGMA, CFF, CFE, partner at Withum, offers another critical perspective: CPAs operate in a world of constant learning. One recent example, he says, is the need to understand and apply artificial intelligence (AI) in real-world scenarios. His message underscores the importance of technology agility — the ability to adapt quickly to new tools and innovations without fear.

Jeffrey A. Wilson, CPA, managing director at Capaldi Reynolds & Pelosi, emphasizes the value of a strong foundation in traditional accounting practices, while also keeping up with emerging standards, client expectations and technologies. He maintains it is no longer enough just to be technically skilled; students must also be flexible and forward-thinking.

Yet, alongside these technical expectations, one area remains a challenge: communication and people skills. Research by Edeigba (2022) highlights how many students, particularly during and after the COVID-19 pandemic, have struggled with soft skills due to reduced classroom interaction. With online and hybrid learning here to stay, educators must find new ways to help students engage, collaborate and grow socially and professionally.

Promoting group projects, leadership opportunities and student organization involvement can help fill this gap. These activities teach collaboration, leadership and real-world communication — skills that are just as vital as any technical tool. At Stockton University, for example, our active Accounting and Finance Society offers students leadership roles and hosts events that prepare them for the profession, including sessions with practicing CPAs on topics like interview etiquette and workplace expectations.

While universities may not always have the resources to keep up with the fast pace of industry innovation, we can and must focus on teaching students how to manage change. By fostering technological agility, we help students develop the confidence to embrace recent technologies, not shy away from them.

Accounting education must continue to evolve. It is no longer just about recording transactions; it’s about developing a balanced set of technical and interpersonal skills and the flexibility to thrive in an ever-changing profession. Educators and practicing CPAs have the opportunity and responsibility to guide students on that journey.

Today’s accountants are no longer just number crunchers tucked away in quiet corners; they're full-blown circus performers juggling a dizzying mix of skills to stay on top of their game. Between mastering emerging technologies, building client relationships, being adaptive to a changing environment, and still making time for themselves, the modern accountant is walking a tightrope that’s only getting thinner. Success in this profession now and in the future requires balance, agility and the nerve to keep juggling when the spotlight is on.

Act I: Taming the Tech Lions

Step right up and meet one of the wildest acts in today’s accounting arena: emerging technology. From AI-powered tools to blockchain-backed ledgers, tech is transforming how accountants work, and the show is just getting started. But instead of fearing the lions, today’s professionals need to learn how to train them. Success means being comfortable with automation, curious about data analytics, and willing to experiment with new platforms. It’s not about replacing the accountant; it’s about empowering the accountant with sharper tools. Those who can juggle technical know-how with critical thinking will be the trainers who can command the tech lions to perform routine tasks for them at lower or no cost.

Act II: Winning the Crowd – Building Trusting Client Relationships

Behind every dazzling performance is having a strong connection with the audience, and in the accounting world that audience is your client. Being technically brilliant is only half the act; the real magic happens when clients feel heard, understood and genuinely supported. In a landscape where financial uncertainty, regulatory shifts and business challenges are always center stage, accountants who act like trusted advisors, not just service providers, earn standing ovations. That means showing up consistently, anticipating needs before they're voiced and delivering insights that go beyond the numbers. Whether it’s a small business owner navigating their first audit or a CFO rethinking strategy after a merger, clients want a ringmaster they can rely on.

Act III: Being the Quick-Change Artist – Adapting in Real Time

The spotlight never stays still, and neither do the rules. With tax laws evolving at the speed of politics and new regulations seemingly launched by cannon every quarter, today’s accountants must be expert problem-solvers with Olympic-level reflexes. Whether it’s deciphering the latest legislative surprise or recalibrating strategies in response to shifting guidance, adaptability isn’t just a nice-to-have; it’s your fireproof vest. Continuous learning is the safety net that keeps you sharp, while curiosity and creativity are the tools that turn chaos into clarity. The accountants who thrive aren’t the ones who know all the answers; they’re the ones who know how to find the answers — fast — and explain them in plain English before the next curtain rises.

Act IV: Staying Upright on the Unicycle – Work-Life Balance

Even the greatest performers need a break from the spotlight. In a profession that never truly clocks out, maintaining work-life balance is more than self-care, it’s survival. Burnout doesn’t impress clients or boost accuracy. The best accountants know when to juggle and when to step off the stage, refuel and return stronger. Remember: The show must go on, but so should your life outside the tent.

Act V: Flying the Trapeze – Thriving Through Global Collaboration

Today’s accounting teams are no longer working solo acts; they’re part of an international trapeze routine where timing, trust and coordination are everything. Whether partnering with offshore teams to increase efficiency or helping clients navigate cross-border challenges, global collaboration is now a core skill. Success means more than just tolerating time zones; it’s about embracing cultural differences, sharing knowledge freely and executing seamless handoffs mid-air. Those who master the art of working globally can deliver more agile, scalable service and stay in sync no matter where the spotlight shines.

Final Act: The Encore Is Yours

The modern accounting career is no longer a one-act play; it’s a full production, complete with high-wire decisions, roaring lions, and a front row full of demanding clients. But with the right mix of skills, adaptability and balance, today’s accountants aren’t just surviving the circus; they’re stealing the show.

They say, “true love is your soul’s recognition of its counterpoint in another,” but even the most heartfelt vows don’t come with instructions on managing joint bank accounts, determining risk tolerance or handling student loans.

Marriage is a beautiful union — but it also brings together two unique sets of values, habits and resources. To build a life that thrives together, understanding each partner’s contributions is where the magic begins.

Planning Separately, Together

Before combining finances, clients should start by understanding their own financial and personal contributions — income, assets, liabilities, goals and values. Recognizing these helps individuals understand how they align (or don’t) and sets the stage for a shared plan.

Everyone has a “money script” — whether it’s focused on security, freedom or living comfortably without flaunting wealth — that shapes how he or she approaches finances. Some may spend to present a certain image, while others prioritize long-term stability. Understanding these differences helps avoid friction, plan more intentionally and align financial and personal goals. That’s the power of planning separately, together.

Combining Resources: Not Just Financial, But Personal

Once both parties understand their individual contributions, it’s time to create a shared financial plan. This plan isn’t just about numbers — it’s about their vision for the future: the life they want to create together, the experiences they’ll share, and how they’ll support each other through life’s inevitable changes. The goal isn’t compromise; it’s alignment — finding the best way to merge each person’s unique resources in a way that strengthens both people.

Protecting What Each Person Contributes: Securing the Plan

Life is unpredictable. Protecting what each partner contributes to the relationship is crucial — not just for individual security, but to ensure the success of the plan they’re building together. This means thoughtful risk management, including life insurance, disability coverage and emergency savings, to safeguard their collective future.

Prenuptial Agreement: A Tool for Clarity, Not Distrust

While often misunderstood, a prenuptial agreement can be an invaluable tool for clarity and respect. It’s not about planning for failure, but about having an open conversation about each person’s individual contributions and how those assets would be handled if the marriage ends.

The best time to have this discussion is when both partners are focused on fairness and each other’s best interests — not during times of conflict.

Flourishing Together

Ultimately, financial planning in marriage shouldn’t be about control — it’s about alignment. It’s about using combined resources in a way that reflects the couple’s shared values, supports them through life’s transitions and strengthens their bond. It’s about creating a future that’s greater than the sum of its parts — one where both partners thrive and flourish together. 

Divorce is one of the most emotionally and financially challenging events a client can face, and CPAs often find themselves as trusted advisors during this turbulent time. While CPAs play a critical role in untangling financial complexities, partnering with a financial advisory firm can often provide the additional support needed to craft thoughtful, unbiased solutions. The following are some client-focused strategies that align with your work as a CPA: 

When a client is going through divorce, their accountant is often the most consistent advisor in the room. With so many Americans stuffing their employer-sponsored retirement plans to the gilt, one of the most critical issues in divorce is the proper handling of retirement assets — particularly those subject to qualified domestic relations orders (QDROs).

In New Jersey, where equitable distribution rules meet complex federal tax law, accountants are uniquely positioned to protect clients from costly missteps. It’s important to understand the key tax considerations, pitfalls and state-specific issues surrounding QDROs so that you can bring clarity where others bring confusion.

Understanding the QDRO Framework

A QDRO is a domestic relations order that creates or recognizes an alternate payee’s right to receive all or part of a participant’s retirement benefits under a qualified plan. These are plans governed by the Employee Retirement Income Security Act of 1974 (ERISA), importantly this does not include IRAs.

Under IRC §414(p), a QDRO must (1) relate to child support, alimony or marital property rights; (2) be made pursuant to a state domestic relations law; and (3) be accepted by the plan administrator. A divorce decree alone is not enough. Failure to secure plan administrator approval can nullify tax protection.

Tax Treatment: Timing Is Everything

When structured correctly, a QDRO allows for early distributions from a retirement plan to an alternate payee without triggering the 10% penalty under IRC §72(t)(2)(C). However, those funds are still taxable as ordinary income to the recipient unless rolled over to another qualified plan or IRA.

In one example, the court in Darby v. Commissioner, 97 T.C. 51, held that a taxpayer who withdrew retirement funds for his ex-wife before a QDRO was in place remained liable for the tax and early withdrawal penalty, even though the funds were ultimately meant for his former spouse. Thus, clients navigating a divorce should never move funds before the QDRO is approved by the plan; and when funds are moved, make sure the receiving spouse rolls it over into an IRA or other qualified plan.

New Jersey-Specific Issues

New Jersey follows equitable — not equal — distribution. Retirement accounts accrued during the marriage are generally marital property under N.J.S.A. 2A:34-23.1, but how they are divided can vary. CPAs should pay close attention to:

• Valuation dates: The date of the complaint versus date of distribution can create significant tax timing issues — particularly in volatile markets.
• Immediate offsets: Trading a retirement account for another asset (e.g., home equity) ignores the deferred tax burden of the retirement asset, leading to unequal post-tax outcomes.
• Survivor benefits: In defined benefit plans, the QDRO must address survivor annuity rights under IRC §417. Failure to do so can eliminate the alternate payee’s benefit if the participant dies.

Common Mistakes to Avoid

• Assuming IRAs require QDROs: They don’t. Transfers incident to divorce from an IRA are governed by IRC §408(d)(6) and must be executed via trustee-to-trustee transfer. Mistakes here result in taxable events.
• Ignoring plan-specific procedures: Every ERISA plan has its own QDRO approval process. Accountants should ask for the plan’s QDRO guidelines early, particularly in defined benefit plans where distribution options are limited.
• Improper rollovers and withholding: If the alternate payee takes a lump sum distribution, a mandatory 20% withholding may apply. A direct rollover avoids this. Educate clients on the difference between a rollover and a taxable distribution.

Practical Tips When a Client is Going Through a Divorce

• Engage early: Don’t wait until after the decree. Your insight can shape negotiations, especially regarding pre-tax versus after-tax asset values.
• Coordinate with counsel: You don’t need to draft the QDRO, but your review can catch financial errors that attorneys may miss.
• Model after-tax outcomes: Use post-tax value comparisons when helping clients consider trades like, “you keep the house, I’ll keep the 401(k).”
• Document everything: If you advise on the tax consequences of a proposed division or draft QDRO language, retain your notes and written recommendations.

Be the Advisor Who Sees Around Corners

The intersection of divorce, retirement assets and tax law is a minefield — but one that CPAs are uniquely equipped to navigate. In New Jersey, where equitable distribution and federal tax law often clash, QDROs are not just legal documents — they’re critical financial tools.

CPAs who understand the real-world impact of Darby, IRC §§72(t), 408(d)(6) and 414(p), and who proactively coordinate with counsel, don’t just save clients from tax headaches — they earn a reputation as indispensable advisors.

Holding the Sails in Place

The accounting and finance landscape is once again experiencing dramatic shifts. A steady stream of executive orders, economic volatility and geopolitical tensions are creating ripple effects across the country — and right here in New Jersey. It’s more important than ever that this uncertainty does not deter from our mission and sway us off course. As always, CPAs are called to lead with clarity, confidence and compassion. 

We’ve been here before. During the COVID-19 pandemic, CPAs didn’t hesitate — you worked around the clock to guide clients, organizations and your communities through uncharted territory. And the NJCPA was right there with you — delivering timely resources, offering real-time updates and providing a sense of community to professionals who have each other’s backs. 

• Creating a new CPA licensure pathway — legislation soon to be introduced in New Jersey, similar to Ohio, Utah, Virginia and others, to make the profession more accessible while maintaining its rigor
• Supporting accounting as STEM — helping reframe and elevate the profession while unlocking new funding and visibility for students 

I graduated from Ramapo College of New Jersey in December 2024. Many of my peers were declining what seemed to be excellent employment offers. When I asked them why they would turn down opportunities like the ones presented, they said they thought they could do better. They were unwilling to settle for anything less than their dream job. Why would a graduating college student who is looking for full-time employment turn down what appeared to be great opportunities? In reality, even though those offers may have seemed great on the surface, after further discussion there were underlying issues with each of them. Many of the offers did not include the benefits that Generation Z (those born between 1997 and 2012) values the most.

Hybrid Schedules and Work-Life Balance

The new generation of graduating students is continuously looking to improve their work-life balance. Communicating to new accountants how hard the last busy season was can be misleading, because the rest of the year is very manageable. A hybrid schedule with the flexibility to work outside of the standard nine to five is becoming ever more popular with recent graduates. The adaptability provided with a hybrid schedule — some days remote, others in the office — allows employees to prioritize personal goals outside of work.

Gen Z continues to demonstrate their ability to incorporate health awareness and empathy into their workplace. Implementing more work flexibility allows the younger generations to feel understood and accepted, allowing for a more manageable work-life balance. The ability to take off a day of work without using their PTO provides opportunities for them to recharge and reset their minds to produce higher-quality work and reduce burnout rate.

Emphasis on Culture

Gen Z has high ideals and standards for what they desire from employers regarding company culture. Having a fun and comfortable work environment, promoting outings with colleagues, taking breaks during the workday, all coupled with productive and cooperative work relationships, signals to younger employees they are appreciated. Using antiquated platforms and software as well as sharing “war stories” about busy season is discouraging for new employees. As an employer, providing the newer generation with a spark of excitement and enthusiasm throughout the day builds lasting trust and excites talented employees.

Guidance and Encouragement

Building and maintaining trust through proper guidance is vital for new employees. I distinctly remember what my manager told me when he offered me my position. “We want to invest in you as much as you want to invest in us.” That sentence spoke volumes to me. I had someone who was investing in me; I was where I belonged. Those few words committed me to Traphagen CPAs & Wealth Advisors, my second home. The subtle reassurance coupled with their culture was what attracted me. Traphagen provided me with the confidence I needed to succeed and embrace the change I was making in my life.

Aspiring to be a young professional and pursuing my CPA, I have often surrounded myself with those who I know would be strong mentors to me. My mentors motivate me to achieve my next set of goals. Many in my generation need the same support system and guidance. I am fortunate enough to be a part of a team where I can grow personally as well as professionally. This position has allowed me to learn, make mistakes and shape who I want to be. I was offered this opportunity as a sophomore in college. Traphagen invested in me, with no experience.

Closing Advice

New grads: Be selective and choose wisely; I work with a firm and individuals who are recognized for their excellence in the accounting profession. As you are mentored, mentor others.

Employers: Take chances on the newer generation that is entering the workforce in an ever-changing landscape. Be an advocate for your younger employees and provide them with trusted support systems. Invest in them as you would expect them to invest in you.

Many company leaders focus too much on operations and not enough on people. True leadership starts with making employees and clients/customers feel genuinely valued.

Successful leaders stay connected to daily challenges. A company cannot thrive if leadership is disengaged. Those who actively support their teams and clients/customers foster a culture of empathy and strengthen trust — the foundation of lasting professional relationships.

Empowering Employees for Success

Overbearing oversight stifles innovation and morale. Employees who feel constantly monitored focus more on avoiding mistakes than on creative problem solving. Leaders must empower their teams with autonomy and decision-making authority to drive peak performance. While mistakes are inevitable, punishing employees discourages risk-taking and growth.

When employees feel trusted, they take ownership and often exceed expectations. Providing space for independent decision making, balanced with accountability, creates an environment where individuals are motivated to contribute meaningfully to the company’s success.

Active Listening Builds Trust

Active listening is a key, yet often overlooked, way to build trust. When people feel heard, they engage more openly, fostering respect and collaboration.

Engage by asking follow-up questions like, “Can you elaborate on that?” and summarizing key points to show understanding. Acknowledging emotions with statements like, “This project seems important to you.” or “It sounds like this has been challenging,” helps individuals feel valued.

Organizations that prioritize active listening strengthen relationships, enhance communication and create a culture of respect.

Strengthening Personal Connections

People appreciate being recognized as individuals. Remembering names, acknowledging challenges and showing personal interest create strong connections. While maintaining this level of engagement can be challenging in larger organizations, it should remain an important goal.

Small gestures, such as inquiring about an employee’s weekend or expressing appreciation for their work, contribute to a culture of respect. When employees feel valued, they are likelier to extend the same courtesy to coworkers and clients/customers, fostering stronger relationships and better service.

Customer Experience: A Critical Metric

In an era where online reviews can shape reputations, a single negative client or customer experience can be costly. Employees who feel respected and supported are naturally more inclined to provide excellent service. The result? Higher customer retention, increased referrals and, ultimately, greater profitability.

Kindness and empathy should not be seen as optional but as essential business strategies. Organizations that deliberately cultivate a respectful culture create a cycle of success that benefits everyone.

Respect and Kindness: The Cornerstones of a Thriving Organization

Respect and kindness are essential for a positive work environment. Respect fosters fairness and trust, while kindness adds warmth and appreciation, making employees feel valued and engaged.

Kindness is not a weakness, and respect is not something to be rigidly earned. Instead, kindness builds trust, and respect strengthens collaboration. Together, they create a workplace where people feel heard, supported and motivated to succeed.

Practical Ways to Encourage Respect and Kindness

• Lead with integrity. Model the behaviors of kindness and respect, setting the tone for the entire firm.
• Ensure fair recognition. Acknowledge and value all colleagues equally, regardless of their role or level of experience.
• Encourage meaningful conversations. Cultivate an environment where employees and clients feel heard through open, thoughtful discussions.
• Encourage team collaboration. Involve employees at all levels in discussions and decision making.
• Honor work-life balance. Encourage employees to set boundaries and respect their time outside work.

Respect and kindness are more than ethical values; they drive business success. Employers that cultivate respect outperform competitors, retain engaged employees and build stronger customer relationships.

Prioritizing these principles is not just the right thing to do but a strategic advantage. A culture of respect and kindness strengthens teams, fosters loyalty and fuels sustainable growth.

The Internal Revenue Code and state tax regulations are filled with complexities that can significantly impact your clients’ financial outcomes. While some provisions are straightforward, others create unexpected challenges that require careful planning and expertise.

The Progressive Tax System vs. Tax Cliffs

Most taxpayers understand the basic concept of tax brackets, though many mistakenly believe that earning more money means all their income will be taxed at a higher rate. As a tax professional, you know this isn’t true. The progressive tax system ensures that only additional income is taxed at higher rates, while previous earnings remain taxed at lower brackets.

However, there are notable exceptions to this progressive approach. In certain scenarios, earning just one additional dollar can trigger increased taxes or costs on previously earned income. These situations, known as “tax cliffs,” require special attention during tax planning to prevent costly surprises for clients.

Medicare IRMAA: A Federal Tax Cliff Example

One significant federal tax cliff appears in Medicare’s Income-Related Monthly Adjustment Amount (IRMAA). While this surcharge doesn’t appear directly on tax returns, it creates substantial additional costs for higher-income individuals. For the 2024 tax year (affecting Medicare costs in 2026), the threshold amounts for the lowest tier are:

• Married Filing Jointly: $212,000
• Single Filer: $106,000 

Exceeding these limits by even one dollar triggers an additional $1,052 per person in Medicare premiums. For married couples, this translates to $2,104 in increased annual costs — effectively creating a 210,400% tax rate on that single additional dollar.

New Jersey’s Pension Exclusion: A State-Level Tax Cliff 

New Jersey’s pension exclusion provides another compelling example of tax cliff effects. This provision offers tax relief to retirees by excluding certain pension income and IRA distributions from taxation. However, the system includes three critical breakpoints for married couples:

• First threshold: $100,000
• Second threshold: $125,000
• Final threshold: $150,000

Social Security benefits don’t count toward these thresholds, making the exclusion accessible to many retirees here in New Jersey. The most dramatic cliff occurs at the $150,000 threshold. A taxpayer with exactly $150,000 in income qualifies for a portion of the pension exclusion. However, earning just one additional dollar ($150,001) eliminates the entire exclusion, increasing state income taxes from $3,164 to $5,236 — a 207,200% effective tax rate on that single dollar.

Planning Implications for Tax Professionals

These examples illustrate why careful income planning is crucial for clients approaching these thresholds. When advising clients about Roth conversions, IRA distributions or other income-generating decisions, consider:

• The timing of income recognition
• Alternative income sources
• Multi-year planning strategies
• Coordination with other tax benefits and phase-outs

Remember, these examples represent just two of several potential tax cliffs in the current tax system. Maintaining awareness of these thresholds helps protect clients from “falling off the cliff” and suffering unexpected tax consequences. Offering this kind of analysis and guidance further showcases the value and impact of your professional tax planning services.

Mentors can change the course of one’s career. I have been fortunate to have had great mentors who have been exceptional guidance figures in my professional growth, providing me with advice and/or support. They believed in me and invested in my long-term development. Whether a teacher, a family member, a boss or a friend, we all can name at least one person who has had a significant impact on our lives. Whether professional or personal, these individuals inspire and guide us.

According to the Oxford Dictionary, ​mentoring is “the practice of helping and advising a less experienced person over a period of time.” I believe mentoring goes above and beyond that. Mentoring is a nurturing relationship where a more-experienced individual, the mentor, shares knowledge and gives advice to a less experienced individual, the mentee, fostering the mentee’s overall growth and development. A mentor’s role is diverse and often extends beyond simple advice-giving. A mentor can be a connector or even a challenger to help their mentees reach their full potential. They provide priceless guidance and insights drawn from their own professional and life experiences. Mentoring involves a deeper level of relationship, building trust and ongoing support. It is truly caring for the mentee’s wellbeing and development.

Coaching versus Mentoring

Mentoring and coaching are both very helpful in promoting professional and personal growth; however, they function very differently from one another. Coaching is a structured process where a professional coach assists individuals in achieving their goals. Coaching is often focused on specific goals or tasks. It involves providing guidance, feedback and support usually tailored to a specific need. For example, in the workplace, an immediate benefit of coaching is seen in the form of better performance, boosting self-esteem and increasing clarity in one’s goals. In contrast, mentoring fosters meaningful and long-lasting growth that goes beyond improving skills and frequently provides inspiration.  

Understanding the difference between coaching and mentoring is important for organizations seeking to maximize the potential of their people in fostering a culture of continuous learning and development.

Benefits of Mentoring

Mentoring someone effectively has an impact on employee retention and can facilitate cultural shifts. I have been greatly influenced by our managing partner; he leads by example and shares his experience and technical knowledge. His guidance has allowed me to navigate career challenges while inspiring me to excel as a professional.

Mentoring is invaluable in developing future leaders in an organization. Forbes reported that “nearly 70% of businesses reported an increase in productivity due to mentoring and more than 50% say these programs had a positive impact on profits.” Therefore, focusing on implementing mentoring programs can be beneficial to an organization as it can create a more positive company culture.

Core Skills of Mentoring

Recognizing the value of mentoring and building a solid foundation to enable mentoring relationships are significant for organizations committed to excellence. Below are a few core skills that can be helpful when mentoring someone:

• Listening actively: This is the most basic mentoring skill. When you listen, you demonstrate interest and, as a result, your mentee feels accepted and trust starts to build.
• Building trust: Trust is developed over time, and it depends on the mentor’s and mentee’s behavior. You must practice honest and open communication and follow through on your commitments.
• Encouraging: This is a significant mentoring skill. It is important to provide sincere, positive feedback and recognition. It can’t be too much or too little and it must be at the right time.
• Inspiring: The ability to inspire others is an attribute that separates superb mentors from very good mentors.
  

The opportunity to mentor someone is an honor. I have been mentored throughout my career, and I am now mentoring others. It is rewarding and creates a personal sense of fulfillment to nurture others and see them achieve their goals. In the process of guiding someone, you will revisit your own leadership skills. Great mentors are committed to constant learning.

“HAL, do an R&D study.”

Do you remember HAL 9000? He was the fictional artificial intelligence (AI) character in the iconic 1968 film, 2001: A Space Odyssey though most people today would assume he was just an early version of Siri. Who would have thought such fiction would become reality in our lifetimes?

With the rising popularity of AI and its potential for business transformation, there's a significant push for CPAs to leverage these features to save time and boost profitability. Though it's certainly feasible to use AI for enhancing operational efficiency and automating routine tasks, assuming it can handle complex accounting and tax work, such as preparing a detailed study, remains doubtful. Yet, I see numerous “pop-up” shops emerging, claiming AI can handle 80% or more of a research and development (R&D) credit study.

Ah, yes, remember those “pop-up” tax providers from the COVID years? They promised thousands in Employee Retention Credit (ERC) refunds but lacked the technical and legal proficiency needed to keep clients away from trouble with the IRS, penalties and repayments with interest.

Now, a new generation of pop-ups have emerged, deploying similarly slick marketing and sweeping promises. Your clients may be tempted, but this time, wise words of caution from their CPAs may allow for a more educated decision.

Why Caution is Crucial

My team and I recently wrote an article with practical steps for CPAs as they identify and consider AI opportunities. After interviewing 200 top CPA firms nationwide, we identified common, routine, non-technical tasks that AI could help with in their practices.

However, R&D is anything but common, routine and non-technical. When it comes to complex tax matters such as R&D and ERC, AI lacks the necessary human judgement. For example, in determining whether a taxpayer qualifies for the R&D credit, AI cannot interview employees, perform on-site visits or conduct the necessary complex legal analysis to determine whether the four-part, test-the-heart-of-the-research credit analysis is met.

Don’t just take our word for it. Even the IRS’ National Taxpayer Advocate came out with a sober warning to taxpayers (or tax advisors) who rely on AI. Their statement from June 2024 declares in no uncertain terms:

“Despite efforts to ensure accuracy, these AI assistants may encounter difficulties interpreting complex tax laws correctly or considering unique circumstances that could impact a taxpayer’s return. As a result, taxpayers should not solely rely on AI generated tax advice.”

This statement cited a review by the Washington Post: “Don’t let AI help you do your taxes,” highlighting that “two of the leading tax preparation companies’ chatbots provide inaccurate or irrelevant responses up to 50% of the time when initially asked 16 complex tax questions.” Yikes, HAL!

CPAs’ Role and Responsibility

There is no denying AI will irrevocably impact our work in the coming years. Even the IRS has begun using AI to automate internal processes. Yet, no one from the agency claims it can prepare a complex tax study.

However, before my gloomy predictions turn true, the first voice of reason needs to come from us: CPAs and tax advisors. We must be aware of the limits of AI, given that our clients trust us more than anyone else — and it is us who will ultimately be responsible for signing the tax return.

Remember how things ended with HAL? He killed off the ship’s crew as a result of his faulty algorithm and warped logic. While “pop-up” AI tax shops may not carry quite the same level of danger, you and your client could end up similarly betrayed if you choose to solely entrust your R&D study to a faceless AI robot. 

Internal controls are a cornerstone of financial systems, yet they are often misunderstood, undervalued or viewed as unnecessary burdens. Many organizations treat internal controls as mere suggestions, adding unnecessary paperwork or headaches for employees. This attitude, however, overlooks their critical role in safeguarding an organization’s financial health, especially during those pivotal moments when things can and do go wrong.

In my 15-plus years as an auditor traveling across the United States, I have seen internal control systems that flourish and others that falter. What distinguishes successful systems is not just their design but the attitude of the people behind them. Organizations that embrace internal controls and view recommendations as opportunities to improve tend to have stronger systems that mitigate risks effectively. Conversely, organizations where internal controls are dismissed as an unnecessary burden often experience breakdowns, some of which lead to fraud or significant financial errors.

Why Internal Controls Matter

At their core, internal controls are designed to ensure the integrity of financial reporting, safeguard assets and improve operational efficiency. They serve as the backbone of any accounting environment, ensuring that accounting systems function properly over time.

Breakdowns in internal controls can have dire consequences, including:

• Fraud: Without proper controls, organizations are more vulnerable to fraudulent activities.
• Errors: Mistakes in financial reporting can lead to regulatory penalties, reputational damage and financial losses.
• Inefficiency: A lack of controls often results in duplicated efforts, wasted resources and operational delays.

Despite their importance, many accountants and CPAs lack a strong understanding of internal controls, especially those who do not specialize in audits. This gap in knowledge is a significant issue in our industry, as internal controls are essential not just for auditors but for all financial professionals.

Educating Teams on Internal Controls

One of the most overlooked aspects of internal controls is the need to educate people within the organization on why they matter. Without this understanding, teams often fail to prioritize controls, leading to a weak or ineffective system.

Internal control implementation starts with the tone at the top. Management must promote a culture of accountability, integrity and transparency. When leadership fails to emphasize the importance of controls, the entire system becomes vulnerable. However, setting the tone is not enough. Management must also:

• Design controls thoughtfully. Controls should address specific risks and be practical for the organization’s size and complexity.
• Monitor and evaluate controls periodically. As systems and processes evolve, controls must be reviewed and updated to ensure continued effectiveness.
• Enforce segregation of duties. This prevents any one individual from having too much control over critical functions. If segregation is not feasible, compensating controls should be implemented.

Bridging the Knowledge Gap

Accountants and CPAs have a responsibility to understand internal controls deeply, regardless of their specialization. This knowledge allows them to identify weaknesses, recommend improvements and educate clients on the importance of controls for long-term financial success.

To achieve this, professionals must go beyond viewing internal controls as a checklist or compliance exercise. Instead, they should understand how controls:

• Prevent and detect fraud and errors.
• Promote operational efficiency.
• Foster confidence in financial reporting.

Furthermore, organizations must ensure that employees at all levels understand their role in maintaining controls. A well-designed system is only as strong as the people executing it.

The Buy-In Process

Perhaps the most critical yet neglected step in implementing internal controls is gaining buy-in from the team. Without buy-in, even the best-designed systems will fail. Teams must understand:

• The “Why:” Explain why controls are necessary and how they protect the organization.
• The “How:” Describe how controls work and what their specific roles entail.

Organizations should invest time in educating employees and fostering a culture that values strong controls. This process may seem basic, but it is foundational for building a system that can withstand the test of time.

Internal controls are not just technical tools — they are essential safeguards that protect organizations from financial risks. Yet, their importance is often overlooked due to a lack of understanding or buy-in. As accountants and CPAs, we must advocate for internal controls not only as a best practice but as a critical component of financial systems.

By prioritizing education, fostering a culture of accountability and continuously monitoring controls, organizations can build systems that are resilient, efficient and effective. Internal controls may sometimes feel like overkill, but in those critical moments when they are needed, they make all the difference.

Imagine a firefighter and a schoolteacher in their late twenties. They get married, purchase a modest two-family home, live in one unit and rent out the other. On his days off, the firefighter makes improvements, while the teacher manages finances and paperwork. They’ve stretched themselves to the limit financially, but they feel good about owning their own home and building a foundation for future wealth through the rental.

When they file taxes for the first time, they’re excited to get a big refund due to the massive rental expenses they incurred. Instead, they discover they can’t deduct a single dollar of rental losses in the current year. Their CPA explains why: their income is too high. A firefighter and a teacher’s salaries are considered too high to qualify for basic tax relief under the passive activity loss (PAL) threshold.

The 1986 PAL Threshold: A Quick Refresher

When the PAL threshold was introduced in 1986, its purpose was straightforward: prevent the ultrawealthy from using passive real estate losses to sidestep taxes. Back then, a $150,000 income was roughly six times the median household income of $24,900, so it effectively targeted those at the very top.

Yet while other parts of the tax code — such as income brackets, the standard deduction and the Social Security wage base — are updated routinely, the PAL threshold has stayed frozen in time, actively punishing hardworking Americans. This is reminiscent of the alternative minimum tax (AMT) problem: Created to snare high earners, the AMT gradually caught many middle-income taxpayers as the cutoff failed to keep pace with inflation.

Thanks to inflation, rising real estate prices and higher costs of living, many two-income families now exceed $150,000 without being anywhere near what could be considered “wealthy.” A household bringing in $150,000 might be juggling a mortgage, childcare expenses and a host of other financial commitments.

The CPA Perspective

Every CPA who handles real estate clients is familiar with the $150,000 PAL limitation. Part of our role is to warn clients just how quickly a teacher-and-firefighter household, or two average professionals, can lose these crucial tax benefits.

More importantly, CPAs are in a unique position to witness how this outdated threshold mislabels middle-income families as high earners. Like the AMT scenario where CPAs across the country pushed for reform, and that collective voice led to change, more needs to be done on PAL. We need a similar push to bring the PAL threshold in line with modern reality.

Call to Action

Every year this threshold remains unchanged, thousands more middle-class families lose their chance at building financial security. This isn’t complex tax reform — it’s a simple threshold adjustment that Congress could implement tomorrow. As CPAs, we have a unique perspective and a responsibility to act:

• Lobby for legislation: Urge your professional networks and organizations (like the AICPA and NJCPA) to put this on lawmakers’ radars.
• Educate clients and the community: Use real-life examples — like our teacher-and-firefighter couple — to illustrate how the outdated threshold hurts ordinary families.
• Reference the AMT success: We’ve already solved this exact problem with the AMT fix, proving that thresholds can be updated when enough informed voices unite.

Remember our firefighter and teacher: they aren’t looking to game the system. They’re an everyday household, committed to their community, hoping to create a small nest egg through a modest real estate investment. Yet the tax code treats them as if they’re ultrawealthy, exposing a glaring disconnect between 1986’s notion of “high income” and today’s economic realities.

The solution is straightforward. Index the PAL threshold to inflation or at least bring it up to a level consistent with modern income distributions. Doing so would align the rule with its original intent — preventing true tax abuses — while finally giving a fair shake to the middle-class families who were never meant to be targeted in the first place. Let’s lead the charge and ensure this outdated law gets the overhaul it desperately needs.

It’s easy to put your firm’s core values on a plaque in your lobby. But you won’t find out who has really bought into those values until the you-know-what hits the fan. Like elite sports teams and military units, high-performing accounting firms hold their composure during times of duress — a big client loss, a key employee quitting, a technology meltdown or simply busy season — whereas lesser firms throw in the towel, point fingers and watch staff head for the exits. 

As a leadership coach, I’ve found that firms with a strong culture and governance model are particularly well equipped to handle “battlefield” conditions. They tend to use the following five key tactics:

1. Aligning Amid Chaos

Sun Tsu, the legendary Chinese general and philosopher of ancient times, said, “Every battle is won before it’s ever fought.” In the heat of battle, one must think like a medical triage unit in combat. Casualties are all around you and you’ve got to treat the most serious, life-threatening injuries first.

Mid-February is when the kids get sick, your spouse is working late, the holiday bills come due, and then that hot prospect you pursued all last year suddenly wants a proposal ASAP — and it conflicts with three pressing client deadlines. High-performing firms follow a playbook, so every team member knows what to do on every play. They react instinctively to the task at hand rather than calling or emailing others in a panic about what to do next.

2. Focusing on the Front Windshield, Not the Rearview Mirror

The rearview mirror in your car is smaller than the front windshield for a reason — you should be focusing on what’s in front of you, not behind you. But, when firm leaders are putting out fires all day long, they’re simply leading from behind. They’re not managing their time well, and they’re not utilizing the leveraging model in which they can assign the highest billable rate jobs to the lowest-paid team members capable of doing those jobs. At firms where partners lead from behind, teams are often confused about the firm’s vision and have no clarity about what management is hoping to accomplish. High-performing firms, by contrast, have established a governance process and have a leveraging model in place. They set SMART goals and they align their strategy with their tactics.

3. Having a Strategic Not Just Tactical Mindset

As Sun Tzu said, “Tactics without strategy is the noise before defeat.” I couldn’t agree more. As a firm leader, you must be willing to step away from day-to-day client responsibilities and focus on the big picture no matter how badly your technical skills are needed for complex client engagements. You must devote time to envisioning the future — anticipating the skills, resources and talent the firm will need months and years down the road. This type of complex strategic thinking requires large periods of uninterrupted reflection and concentration. If you keep allowing yourself to get pulled back into firefighter mode, the firm will just keep doing things “the ways we’ve always done them” and will never evolve.

4. Overcoming the Tyranny of the Urgent

No matter how stressful things get, high-performing firms have learned to distinguish between actual deadlines (i.e., IRS mandated), client-imposed deadlines and self-imposed deadlines. A governance model, which is then manifested in a unique trimester outlook methodology, emphasizes clarity around roles and responsibilities, policies and procedures, and metrics and  goals. This clarity leads to the opportunity to perform most efficiently and at your paygrade. Distinguishing tasks between “important” and/or “urgent” by using the Eisenhower Matrix (right) is the first step in prioritizing tasks in the heat of battle.

5.  Sharpening the Saw

To paraphrase Steven Covey: If you don’t sharpen the saw periodically, the blade gets dull, causing you to spend more time and effort to cut the same amount of wood. As a firm, if you don’t devote some time to working ON the business rather than solely IN the business, you’ll keep making the same busy season mistakes: you’ll continue burning out good staff and your leadership team will never build a sustainable and transferable firm. Effectively led firms envision the future and commit to providing the resources to build the skills and infrastructure that will be needed for years to come — not just to get through busy season.

Is your firm minimizing chaos and leading from the front? Or are you leading from behind? I'd love to hear about it.