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Art of Accounting: How to be a great employee, manager, partner, advisor and team member

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Complimentary Access Pill

Enjoy complimentary access to top ideas and insights — selected by our editors.

Being a great resource is quite easy. Just do what the person you report to needs you to do. Do it when you say you will do it and better than anyone else could do it. Also, never, ever upward delegate.

This should be a standard operating procedure but it rarely occurs except by exceptional people. The more exceptional people an organization has, the more successful it — and everyone there — will be. 

I modestly suggest that a major reason for my success has been adhering to due dates and trying to do the work better than anyone else. Also I had a resolve to never leave my boss (when I started out) or client where they had to do something. It has always been my firm or me that had to follow through and never the boss or client. Additionally, when I was a staff member, I always tried to anticipate what my boss would do with what I was doing, and then tried to do some of that too. I never left part of what I had to do for my boss to clean up or complete. Likewise with clients I always tried to assume the responsibility to do as much of what the client would do as I could.

Whether you are the lowest-level employee or highest-level CPA firm owner or partner, your job is to provide services for the person hiring or engaging you. Those services include, and really demand, that the right work gets done at the right time in the right way. It cannot be simpler than that. Do what you are supposed to do without error while meeting the time commitment. And then anticipate the use of that information and try to do something extra to save the effort of the person above you, i.e., your boss or client.

Anticipating means two things. Understanding the purpose and use of what you are doing, and how it could meet or exceed that purpose, and/or whether alternatives might be more appropriate. This is how you become a trusted advisor. 

My first boss told me that, since I was just starting out, I was not expected to know too much, but I was expected to do what I was told to do and to get it done on time without careless errors. He told me that as he would gain confidence in me, I would be given more responsibilities and higher-level work that I could grow from and advance my career with. This is a lesson for all of us. Prove your ability by doing the right at the right time in the right way.

Clients need you, and expect you, to suggest alternatives to their plans, better ways of doing things, with methods that will help the client accomplish their objectives more reasonably, efficiently and effectively. That’s what made me successful. 

I also taught this to my staff, i.e., my team, and those who learned were permitted to continue working for me. They made my job easier, more valuable and more fun…and I reciprocated by doing the same for them. 

Today there is a big emphasis on advisory services. The advisory services are not new, but the recent (in the last 10 or so years) emphasis on this is new. I always did that. If I did not, then you would never have heard my name or read anything I wrote because I would have had nothing new or different or innovative to write about. I also would not have had the clients that were open and receptive to what I had to offer them, and who recognized this. The recognition was not with accolades but with quick acceptance of, and payment of, my fees.

I also loved being an independent CPA, but I loved being a businessperson more. That is because if I could not succeed in my own practice, I would cease being a businessperson, but I would never cease being a CPA; my role would just have shifted to being an owner to an employee of a better businessperson’s CPA business.         

I accomplished a lot and still do, but it has never been alone. I had partners, staff, support people and clients wanting to be exceptional and who wanted to work with exceptional people. I never compromised by doing less than the best anyone could do, and then some, and never accepted anything less from anyone working with or for me. 

Anyone can do what I did. Just do what you say you will do, when it has to be done and the way it needs to be done. That’s all. That’s the secret sauce. If you are the leader of your firm, then lead with this standard. If you are a staff person, then everything you do should be following this standard. Whatever your position, you are part of a team. Be aware that no team could rise above the attitudes, skills and desires of its weakest members.

If you agree with what I just wrote, then do it. Start now. You can get started by using this standard and making any necessary adjustments or changes in your practice as the opportunities arise. Give yourself a year to get things working right. But get started.

If you do not agree with what I wrote, then email me and provide your phone number. I’ll call you and give you an opportunity to tell me why I am wrong and how it should be done. I am not too proud to ignore adapting better ways of doing things. After all, that’s how I grew.  

P.S.: My checklist file for managing a practice and tax season is being added to, updated and completed. Information about how to receive it for free will be in my column next week. Look for it. If you want to request it now, send an email to [email protected], but don’t expect a response until next week. If you mention you have either read or will read my book, Memoirs of a CPA, I’ll include an extra freebee.

Do not hesitate to contact me at [email protected] with your practice management questions or about engagements you might not be able to perform.

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Accounting

FASB Standardizes Carbon Offsets Accounting Rules

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FASB Standardizes Carbon Offsets Accounting Rules

In a decisive move toward standardized environmental financial reporting, accounting standards boards issued updated implementation guidance during the week ending July 25, 2026, regarding the formal recognition and valuation of corporate carbon offsets and environmental credits. The revised frameworks establish precise rules for how enterprises must measure, record, and disclose carbon credits on balance sheets, eliminating years of inconsistent reporting practices across public capital markets.

Under the finalized accounting standard, purchased carbon offsets can no longer be categorized under vague administrative expenses or unstandardized intangible asset accounts. Instead, organizations must classify environmental credits based on underlying operational intent—distinguishing between credits held for immediate compliance compliance obligations, long-term offset obligations, or active market trading. Furthermore, companies are required to evaluate carbon holdings for fair value impairment at the end of each reporting period, ensuring that depreciated or low-quality environmental credits do not distort corporate asset values.

The standardized rules carry significant implications for corporate audit committees and chief accounting officers. External audit firms are implementing rigorous verification protocols to validate the physical legitimacy, legal ownership, and scientific permanence of carbon credits claimed on balance sheets. Inaccurate or overstated carbon accounting claims now carry substantial financial litigation risk, alongside potential regulatory enforcement for misleading ESG disclosures.

To remain fully compliant, corporate accounting departments must establish centralized carbon tracking systems integrated into primary standard ERP ledgers. Accounting teams that proactively adopt standardized environmental reporting protocols will build investor credibility, streamline annual audit processes, and insulate their organizations against evolving regulatory scrutiny.

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Accounting

Automated Tax Compliance Tools Reduce Risk

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Automated Tax Compliance Tools Reduce Risk

Corporate tax departments reached a critical juncture in automated operational management. With nations worldwide rapidly enacting digital service taxes, localized value-added tax (VAT) mandates, and real-time electronic invoicing requirements, manual tax calculations have become obsolete. Modern corporate tax divisions are aggressively deploying AI-driven tax engine software to automate complex cross-border indirect tax calculations in real time.

The imperative for automated tax compliance stems from the sheer complexity of current trade policies and multi-jurisdictional commerce. E-commerce platforms, software vendors, and global manufacturers face constantly changing regional tax rates, statutory exemption rules, and cross-border tariff structures. Automated tax engines embed directly into enterprise enterprise resource planning (ERP) architectures, automatically applying correct tax codes at the point of sale, calculating real-time withholding amounts, and generating compliant e-invoices.

Automated audit trail generation represents another key advantage of modern tax tech integration. Advanced compliance platforms log every transactional tax determination on immutable digital ledgers, providing tax authorities with transparent, self-verifying audit trails. This capability drastically reduces the operational duration and administrative cost of corporate tax audits, protecting enterprises against severe penalties resulting from calculation errors or missed reporting deadlines.

For chief financial officers and tax directors, investing in automated tax compliance is a vital operational risk mitigation strategy. Automating routine tax calculations frees high-level accounting professionals to focus on strategic tax planning, transfer pricing optimization, and risk management in an increasingly complex global economic environment.

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Accounting

Continuous Auditing Transforms Corporate ERPs

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continuous auditing transforms corporate erps

As corporate accounting departments cross the threshold into late July 2026, the adoption of continuous, automated auditing systems has reached a definitive turning point. Driven by advances in artificial intelligence and deep integration with modern Enterprise Resource Planning (ERP) platforms, leading finance organizations are moving away from traditional, periodic post-hoc audits in favor of real-time, 100% transactional verification. This technological transition is redefining internal control environments, reducing compliance costs, and eliminating the structural delays inherent in legacy quarterly closing processes.

Unlike traditional auditing frameworks that rely on statistical sampling—a process that inevitably leaves operational blind spots—continuous auditing software monitors operational data feeds continuously. Every purchase order, electronic invoice, payroll disbursement, and cross-border wire transfer is automatically cross-referenced against established corporate governance parameters, regulatory tax schedules, and anti-fraud algorithms in real time. Anomalies or unauthorized ledger entries are flagged instantly, allowing internal audit teams to investigate and remediate compliance gaps immediately rather than months after the close of a financial period.

The implications for executive financial management are far-reaching. By embedding continuous verification directly into daily transaction workflows, chief financial officers gain uninterrupted visibility into the organization’s true financial standing. Real-time balance sheet auditing eliminates the severe operational bottlenecks associated with month-end and quarter-end financial reconciliations, freeing accounting professionals to focus on strategic financial modeling, tax planning, and capital allocation rather than manual data entry and spreadsheet consolidation.

However, implementing continuous auditing requires accounting leadership to invest heavily in data governance and technical upskilling. Internal audit teams must evolve from manual ledger reviewers into system architects capable of auditing complex algorithms and validating automated data pipelines. Accounting firms and corporate controllers that master continuous auditing will establish a resilient compliance framework capable of meeting stringent international regulatory standards with total transparency.

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