1. Developing Future Leaders at your Firm June 2015 CPAmerica A&A Conference Presented by Art Kuesel

2. Art Kuesel, President EXPERIENCE  Sales Executive  3 years inside $60M CPA firm  5 years inside $25M CPA firm  6 years at PDI/Koltin Consulting  2 years at Kuesel Consulting EXPERTISE Leadership and Sales Coaching Sales/Marketing Training EXPERTISE (Cont.) Keynotes, Presentations, Workshops on Growth Growth Plan Development/Implementation Managing Partner Coaching Sales & Marketing Recruiting STREET CRED →Top 100 Most Influential Person in Public Accounting: 2014 →In-house and external experience →Clients include scores of T250 Firms including a third of the T100 →Frequent writer and blogger for Accounting Today →Accomplished speaker and presenter on growth trends 2

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4. Workshop Agenda 1.What can good leaders influence @ your firm? 2.Characteristics of next gen leaders 3.What’s your vision? 4.Important core skills in your future leaders 5.Components of a leader development program* 6.Making it stick @ your firm 4 3

5. What Good Leaders Influence @ Your Firm

6. Personal Reflections on Leadership Leader “Mike”: Defined an objective Inspired me to achieve it within a set of general parameters Encouraged and helped me when it became challenging Motivated and rewarded me along the way Gave me the authority to make decisions in the best interest of the objective Allowed me to fail 6

7. Personal Reflections on Management Manager “Louis”: Wanted me to accomplish a task In an organized and effective manner With frequent upward Q&A utilizing his knowledge on the subject For his ultimate approval/decision making and credit And, he wanted me to avoid failure at all costs 7

8. Personal Reflections on Management Manager: Plan, organize, coordinate to accomplish a task Leader: Inspire and motivate 8

9. Good Leaders GREATLY Influence People Retention People Acquisition Client Retention Client Acquisition Profitability! 9

10. Characteristics of “Next Gen” Leaders

11. Generational Differences ABOUND 11

12. Generational Differences Generation X“Millennials” Latchkey Kids, MTV Generation Gen Y & Z 1965-19801981 to 2002 50 million98 million 36-51 years old14-37 years old Cynical Prefers informal work environment Suspicious of Boomer values Favor outcomes over process Value control of their time Want open communication regardless of title Dislike office politics Value merit over experience Acceptance-seeking (“The Trophy Generation”) Need constant feedback & reinforcement Expect a training and learning culture environment Collaborative Like to challenge old traditions Want to succeed, and do it fast Like social networks 12

13. Characteristics of Gen X Leaders Thrive on change Independently creative Straightforward Adaptable Flexible Hate being micro-managed. 13

14. Characteristics of Millennial Leaders Conscious Future-Oriented Transparent Collaborative Problem solvers Further, they want their leaders to mentor others, achieve personal goals, and effect positive change in their community 14

15. Many Generational Differences 15

16. WAIT! What’s the Vision?

17. What’s Your Vision? Vision: An inspirational declaration (North Star) of where you are headed long-term 17

18. What’s Your Vision? Deloitte: Aspire to be the standard of excellence, being the first choice of the most sought after clients and talent Uber: Smarter transportation with fewer cars and greater access. Amazon: Be the earth’s most customer centric company 18

19. Why you Probably need a Vision… Clarity for the vision gives direction… Which breeds passion… Which gives meaning… Which provides synergy… Which defines focus and success… and visionary leaders can inspire and motivate effectively and clearly! Source: Sandra Wiley 19

20. Beyond the Vision… I.Vision II.Mission III.Core Values IV.Strategic Areas of Focus V.Strategic Goals VI.Actions 20

21. Companies with… …a defined vision and mission that are aligned with a strategic plan…  Will outperform their peers, attract better talent, and retain better talent. Source: Bain & Co. 21

22. Important Core Skills in your Future Leaders

23. Core Skills for Leaders in CPA Firms 23 Firm DevelopmentBusiness DevelopmentPeople DevelopmentClient Development Personal/Professional Development

24. Components of an Effective Leader Development Program

25. 1) Comprehensive Curriculum 25 Firm DevelopmentBusiness DevelopmentPeople DevelopmentClient Development Personal/Professional Development

26. Personal and Professional Development Personal SWOT Defining your Personal Leadership Style Creating a Personal Development Plan Time Management 101 Accounting Firm 101: How a Firm Makes Money 26

27. Client Development Understanding your Role with the Client Being a Proactive Advisor Developing Relationships and Building Trust Cross-Serving/Selling Achieving Loyalty – and Referrals! 27

28. People Development Delegation and Leverage as a Development Tool Team Building 101 Serving as a Mentor and Coach to your Team Performance Management Delivering Effective Feedback 28

29. Business Development Building a Personal Brand and/or Niche Capitalizing on your Biggest Asset: Clients Developing a Referral Source Network Succeeding at the Sales Process 29

30. Firm Development Herding Cats: Leading Other Partners Creating a Culture of Accountability Strategic Planning 101 Leveraging Technology Talent Acquisition Niche Growth and Expansion 30

31. 2) Utilize Multiple Learning Styles 31

32. 3) Adequate Frequency 32

33. 4) Realistic Application 33

34. Taking the Leap! Step 1) Define your Objectives and goals YP’s? Basic Skill Building? Future Partners? Leadership? BD? Technical? Who attend? Step 2) Decide on your resource investment ($, hours p/p, people to develop the program) Step 3) Insource, Outsource, Blended? Step 4) Build your program Step 5) Execute Step 6) Evaluate 34

35. Making it STICK @ Your Firm

36. Making it Stick:Best Practices Motivated Participants Frequency of Program Touches Performance Coaches to Support Participants Evaluation & Feedback Results = Something 36

37. Why Leadership Development Programs Fail 1.Overlooking context, Decoupling reflection from “real work”, Underestimating mind-sets, Failing to measure results 2.Failing to clearly define objectives from the beginning, lacking flexibility in the program, making it a required activity 3.Lack of content of interest to attendees, lack of coaching and personal support, attendees afraid to fail Source: 1) McKinsey, 2) Triputti-Lunden, 3)Baltzell 37

38. What’s Working @ Our Firms

39. CPAmerica’s NextGEN Conferences 39

40. What’s Working @ Our Firms? 60 Partner Firm Internal Leadership Academy* Hartman Assessment Path to Partner Program* Internal and External Coaches* ELA 40

41. What’s Working @ Our Firms? 25 Partner Firm NextGEN Internal Coaching Program Roundtables ELA 41

42. What’s Working @ Our Firms? 15 Partner Firm Elevated HR Role Leadership and Development Courses* Internal Mentorship Rainmaker 42

43. What’s Working @ Our Firms? 10 Partner Firm New Talent/Learning Director NextGEN/CALCPA YP DiSC & Course Offerings ELA 43

44. Small Group Discussion & Reporting Step 1: Objective is to Achieve a Blended Table of: Some WITH LDP Some WITHOUT LDP GO! 44

45. Small Group Discussion & Reporting Step 2: For those with LDP: 1.Describe what you do in LDP 2.Describe the Most Effective Things you do 3.Describe the Biggest Obstacles Be Ready to Report GO! 45

46. Small Group Reporting 46 3

47. What’s Next? 47 New Role for the CHRO Why we Love to Hate HR The Future of HR Rethinking HR

48. Thank you! Resources for you at www.kueselconsulting.com/CPamerica Art Kuesel art@kueselconsulting.com 312.208.8774 www.kueselconsulting.com