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Identify the common barriers to change |
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Overcome the barriers with communication |
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Reframe the narrative |
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Remember your clients |
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Set the expectations for adaptation |
Running an accounting firm can feel like you’re constantly chasing changes. Some are beyond your control, such as tax code adjustments, staff turnover, or evolving customer expectations. But then there are those changes that are internally dictated, like the deployment of automation and artificial intelligence (AI).
Accountants, like everyone else, are often resistant to change until they understand its value. This is why, as a firm leader, you must clearly communicate the change and why it’s necessary. Otherwise, you may not get the desired results from the changes you’re making.
How do you master the art of adaptation? Let’s take a look.
Identify the common barriers to change
If it’s not broken, why fix it? That’s a common refrain for employees who must adjust to changes. They see that the tools and processes in place are working, so why change to something new and unknown?
The employees may be failing to see the long-range destination and benefits of adapting to change. In addition, nearly all the common barriers to change in an accounting firm come down to lack of communication:
- Not soliciting staff members’ input
- Not listening to staff members’ concerns
- Not supporting team ideas and alternative implementation paths
- Lack of direction from leadership as a result of “going at it alone”
Overcome the barriers with communication
To overcome these obstacles, firm leaders must explain that these changes aren’t just about now — they’re about staying up to date with the most advanced technology, software, and processes to produce the kind of service clients want and to support changing expectations.
By explaining that the firm should always be looking at ways to make processes more efficient, transparency gives your team a clear picture of why the change is taking place and the expected value from the change. While they may not embrace it initially, at least they’ll be more comfortable with the change that’s coming.
The first step in this conversation: Don’t call it a “change.” Try “improvement” instead. “Change” tends to carry negative, stress-inducing connotations of the unknown, while “improvement” carries positive connotations about making jobs and customer experiences more efficient and effective.
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Change management checklist for accounting firmsChange can be challenging for firms, but it is necessary ensure continued success. These tips should help your firm prepare for and maximize the benefits of change. |
Reframe the narrative
If you’ve been communicating with employees about the improvement and they’re still resistant, then it’s time to reevaluate if your message is clear. You may be talking too much about how it will help the firm instead of the user or talking about the technical specs instead of the benefits for the user and the client. Consider going back to the beginning and teasing out the thought process behind the improvement.
Also, be sure you’re listening as well as talking. Encourage employees to voice their opinion or opposition and provide research or supporting facts about why they feel that way rather than just going by a gut reaction. Often, you’ll find that they have very reasonable concerns that can be addressed and cleared up with a simple tweak. It may even be a hurdle you’ve already anticipated and worked through.
By encouraging staff to speak up, you can empower them to participate in the improvement process and find the solution that alleviates their concerns.
Remember your clients
Don’t forget about your clients, who may also be resistant to change — even though that change may bring about the business evolutions they need.
Communication with customers is just as essential as communication with staff. They need to know why the improvement is occurring, especially if they have been used to doing things a certain way for years, and they need to be made aware of potential issues that will need to be worked out. In the meantime, you’ll ensure services for them will remain optimized.
But this can’t be a one-way conversation. To address client concerns, you’ll need to talk rather than guess what their concerns are or will be. If you have in-depth discussions, they’ll be more likely to accept the changes just as your employees will.
Set the expectations for adaptation
To minimize the hiccups during the improvement and after, create a standard operating procedure (SOP). Think of this as another form of communication found in a step-by-step document that will create consistency in how the tool is deployed and used. Consider having end users help build the SOP. Their contributions will help you better understand how the new technology can best improve processes, thereby reducing users’ concerns.
The SOP doesn’t have to be extensive — it could be as simple as a checklist. Think of it as a living document that can be adjusted as circumstances change — making it the type of continuous, two-way communication that drives the success of business improvements.
Change happens, for better or for worse. Communicating your expectations can minimize the “for worse” aspect and maximize the “better” part of improvements that technology can bring.
Navigate change management in your firm today
If you’re ready for the enhancements that bring more efficient processes, check out our on-demand webcast, The psychology of change: Mastering the art of adaptability. For a holistic look at how the changing landscape is impacting our future, download the Thomson Reuters Future of Professionals Report.
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Guiding your firm through changeImplementing change can positively impact every aspect of your firm. This white paper will discuss the benefits and costs of proactively managing inevitable change. |
