Connect with us

Accounting

Developing a growth mindset culture in your accounting firm

Published

on

The irony of accounting training runs deep: While we master complex regulations and ever-changing standards, this very expertise can create resistance to growth. Our profession’s focus on precision and compliance often breeds a fixed mindset — one that values being right over being adaptable.

Think about your last team meeting. Did anyone challenge the status quo? Suggest a new approach? Or did everyone nod along, staying safely within the lines of “how we’ve always done it”?

This fixed mindset carries a steep price tag. While technical expertise remains critical, it’s no longer enough. Today’s landscape demands innovation, adaptability and creative problem-solving — qualities that wither under rigid thinking.

Man in the middle of a maze concept

fran_kie – stock.adobe.com

Consider how many opportunities your firm might be missing. Are you still doing things manually that could be automated? Are your client conversations focused solely on compliance rather than strategic guidance? These are symptoms of fixed thinking limiting your firm’s potential.

When team members operate from a fixed mindset, they:

  • Avoid challenges for fear of failure;
  • See effort as fruitless;
  • Ignore useful feedback; and,
  • Feel threatened by others’ success.

The result? Stagnant growth, missed opportunities and a team that’s increasingly disconnected from the evolving needs of modern clients.

Watch for these warning signals in your practice that your growth mindset needs a reset:

  • Team members who respond to new tech with, “That won’t work here.”
  • Staff who hide mistakes rather than learn from them.
  • Knowledge hoarding instead of sharing.
  • Client relationships that haven’t evolved beyond compliance work.
  • Resistance to training outside direct job responsibilities.

Steps to foster growth mindset

Transforming your firm’s culture starts with small, intentional changes that challenge fixed thinking patterns. Here’s how to begin:

1. Reframe challenges as learning labs. Create designated “experiment zones” where teams can test new approaches without fear of failure. This might mean setting aside time for process improvement, brainstorming or creating pilot programs for new service offerings. For example, dedicate the first hour of each week for teams to explore process improvements or automate repetitive tasks.

2. Build safe-to-fail environments. Implement a “learning from mistakes” ritual in team meetings where leaders share their own missteps and the insights gained. When mistakes are viewed as data points rather than disasters, innovation flourishes. Consider creating a “Lessons Learned” channel in your communication platform where team members can safely share their experiences. The key is making these sharing sessions solution-focused rather than blame-oriented.

3. Design effective feedback loops. Move beyond annual reviews to create regular touchpoints for growth-oriented feedback. Focus on effort, strategy and progress, rather than just outcomes. Ask questions like “What did you learn?” before “What did you achieve?” Structure these conversations around three simple prompts: What’s working? What could be better? What support do you need? This approach keeps feedback constructive and forward-looking.

4. Celebrate growth moments. Recognize and reward learning initiatives, not just billable achievements. This might mean highlighting team members who master new skills, implement innovative solutions, or help others grow. Create a monthly spotlight program that showcases different types of growth — whether it’s someone teaching themselves a new software, improving a client interaction, or finding an innovative solution to a recurring problem.

5. Lead as a ‘Connected Leader.’ Leaders need to model the growth mindset we wish to see. This means moving beyond traditional management approaches to create an environment where growth and learning become part of your firm’s DNA.

6. Embrace vulnerability. Share your own learning journey openly. When leaders acknowledge their challenges and growth areas, it creates psychological safety for others to do the same. This might look like:

  • Starting team meetings by sharing a current learning challenge.
  • Being transparent about your own professional development goals.
  • Openly discussing situations where you needed to pivot or adapt.
  • Asking for feedback on your leadership style.

7. Support continuous development. Invest in diverse learning opportunities beyond technical training. Consider programs in emotional intelligence, client communication or emerging technologies. But don’t stop at just providing opportunities—actively participate in them yourself. Some approaches that work well:

  • Creating learning partnerships across different experience levels.
  • Rotating team members through different types of client engagements.
  • Supporting certification in emerging areas like data analytics or advisory services.
  • Implementing cross-training programs that build versatility.

8. Create mentorship momentum. Establish mentorship programs that cross generational and departmental lines. Fresh perspectives emerge when different viewpoints and experiences collide. Consider:

  • Reverse mentoring programs where younger staff teach technology skills.
  • Cross-functional mentoring that pairs tax and audit professionals.
  • Group mentoring sessions that foster collaborative learning.
  • Regular mentor training to ensure effective guidance.

9. Measure success beyond the numbers. Traditional metrics tell only part of the story. To track your firm’s growth mindset evolution, think about these new growth indicators:

  • Number of new processes or approaches tested;
  • Cross-training participation rates;
  • Client service expansion metrics; and,
  • Team member skill development progress.

You should also pay attention to these cultural transformation signs:

  • Increased question-asking in meetings;
  • More collaborative problem-solving;
  • Voluntary knowledge-sharing initiatives; and,
  • Reduced resistance to change.

And you can judge the long-term impact by:

  • Improved staff retention;
  • Expanded service offerings;
  • Deeper client relationships; and,
  • Enhanced firm adaptability.

Creating a growth mindset culture adds adaptability and innovation to your firm’s core strengths. When teams feel empowered to learn, experiment and grow, they naturally deliver better results for clients and the firm.

Start small, stay consistent, and watch your team transform from task-completers to innovative problem-solvers.

Where will you begin? Perhaps it’s time to schedule that team meeting — not to present solutions, but to ask questions and invite new possibilities.

Continue Reading
Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *

Accounting

World readies for Trump tariffs even before his White House return

Published

on

Donald Trump’s inauguration promises to usher in an era of upheaval in global commerce, forcing governments around the world to scramble in preparation for a tariff onslaught even before he’s back in the White House. 

Soon after calls to congratulate the president-elect on his Nov. 5 victory, officials began quietly looking for ways to appease him while simultaneously mapping out ways to retaliate if needed. 

The threat to China is longstanding, meaning its leaders have had ample time to prepare defenses and retaliatory strategies. But this time around, Trump and the trade hawks he’s enlisted are broadening their scope in what threatens to be a more prolonged and unpredictable trade war than during his first presidency. not supported.

Mexico and Canada have borne much of the brunt of Trump’s trade threats since election day, prompting leaders from both American neighbors to publicly warn of retaliation. Others are making preparations behind the scenes — Vietnam’s officials have promised to buy more U.S. goods, the European Union has bolstered its ability to counter tariffs, while Indian officials aim to negotiate their way through the coming storm.

“Trump 2.0 trade policy seems to be much more radical compared to 1.0,” says Yeo Han-koo , senior fellow at the Peterson Institute for International Economics and former South Korean trade minister. “It’s like a prisoner’s dilemma — the best scenario for all these countries is to band together and then resist, but there’s a motivation for each country to race to get a better deal compared to your competitors.”

If implemented, Trump’s threats to increase levies on Chinese goods to 60% and to 20% for the rest of the world would transform the structure of global trade flows away from the U.S., according to Bloomberg Economics. Retaliation would exacerbate the shock. 

Behind the scenes

In Mexico, President Claudia Sheinbaum warned of the hit to U.S. inflation in response to Trump’s 25% tariff threats. The country has been quietly rolling out a strategy to reduce reliance on China. Developed over the last few months, the government’s plan includes tapping major automakers about sourcing components elsewhere. 

Law enforcement kicked off a country-wide “cleaning operation” with a raid on a Mexico City shopping complex filled with Chinese goods in November. The following week, Mexico announced its biggest-ever seizure of fentanyl pills, a drug Trump says is being smuggled into the U.S. from its southern neighbor. 

Mexico is set to scale up such efforts, carrying out searches for goods that entered the country without proper taxation. To that end, Mexico slapped 19% tariffs on goods imported through courier companies, a move that analysts said targets major e-retailers Temu and Shein. 

“If we coordinate on this, there won’t be any tariffs,” Sheinbaum said about working with the US in late November.

In Canada, outgoing Prime Minister Justin Trudeau flew to meet with Trump days after his 25% tariff threat. Following Trump’s suggestion that its northern neighbor become America’s 51st state, Trudeau shot back there’s not a “snowball’s chance in hell” of that happening. 

How the country approaches Trump has been thrown in limbo with Trudeau’s resignation. Behind the scenes, officials are examining export taxes on major commodities it sends to the U.S. in a move that would drive up American prices. 

When Trump enacted levies on $200 billion in imports from China in 2018-2019, Vietnam was one of the biggest beneficiaries as exports to the U.S. more than doubled. Up to 16% of the increase in 2021 alone was a result of rerouting of goods to avoid U.S. tariffs on China, according to a Harvard Business School white paper

Now, Vietnam — which has the fourth-biggest trade surplus with the U.S. after China, Mexico and Canada — appears to be in Trump’s sights. His trade advisor Peter Navarro called out the country by name in Project 2025, a right-wing policy blueprint. 

Vietnam’s leaders in recent months have made efforts to balance the relationship between China and the US. The country’s deputy minister of foreign affairs has vowed to buy more aircraft, liquefied natural gas and other products while Prime Minister Pham Minh Chinh has emphasized the need to “remove all remaining obstacles” with the U.S. 

Similarly, South Korea and Taiwan are considering plans to boost energy imports from the US to avoid Trump’s ire. 

Balancing act

Increased dependency on the U.S. as a source of demand makes economies such as Vietnam more exposed should Trump decide to apply a universal tariff on all imports, by undercutting the business case to build new factories. Apart from China, economies such as South Korea, Taiwan, Malaysia and Thailand would be more exposed considering their high trade orientation, economists at Morgan Stanley led by Chetan Ahya wrote in a November note.

South Korea was forced to revise down its growth outlook, partly as a result of the growing geopolitical tensions contributing to weaker demand for the country’s exports. A top national security adviser to Japanese Prime Minister Shigeru Ishiba said the country should be prepared for the U.S. following through on tariff threats, meeting with Trump’s team during a visit to the U.S. late last year. 

Then there’s the blow from second-round consequences.  

“If Trump’s tariffs lead to China’s exports redirecting to the rest of Asia — and they’re very competitive — it’s very difficult for countries to compete,” said Sonal Varma, chief economist for India and Asia-ex Japan at Nomura Singapore Ltd. “That is something a lot of governments are thinking about.”

Among those economies that are increasingly worried about unfair competition from China is the EU, which faces twin concerns of an influx of cheap Chinese goods — particularly electric vehicles — and a new wave of tariffs from the U.S. Officials there have already prepared a list of American goods it could target with tariffs in the event Trump follows through with his threats. 

Since Trump’s first term, EU member states have agreed to a new set of trade powers that will allow the bloc to strike back at third countries that use economic restrictions for political retribution. The EU’s new anti-coercion instrument strengthens trade defenses and enables the commission to impose tariffs or other punitive measures in response to such politically motivated restrictions.

Officials in Brazil appear less concerned about any U.S. tariffs, believing the nation can ramp up sales to other markets including Asian countries in the case it’s targeted. Indian officials are also allaying apprehensions for now, betting Prime Minister Narendra Modi’s good relations with Trump during his first presidency will continue and they have room to lower import duties for U.S. goods as part of any forthcoming negotiations. 

“Economies are just stuck between a rock and a hard place in many ways,” said Frederic Neumann, chief Asia economist at HSBC Holdings Plc in Hong Kong. “It’s a very, very difficult course to navigate to appease both US demands to decouple from China, but at the same time to remain economically engaged with China.”

Continue Reading

Accounting

IRS Advisory Council names 18 new members

Published

on

IRS To Revamp Exempt Organization Online Payment System

Eighteen new members have been named to the Internal Revenue Service Advisory Council

The IRS strives to appoint members who represent the public, tax pros, businesses, tax-exempt and government entities and information reporting interests. 

Tax pros appointed to serve three-year terms on the council beginning this month include:

  • Selvan Boominathan, vice president and global head of tax at Hackman Capital Partners LLP, in Washington, D.C.; 
  • David Gannaway, principal at Bederson Accountants & Advisors, in Fairfield, New Jersey; 
  • Jared Goldberger, partner at Mayer Brown LLP, in New York; 
  • Charles Markham,  principal of Markham & Co. LLC, in Gainesville, Virginia; 
  • Kristofer Thiessen, senior small business partner at Block Advisors, in New York; 
  • Manuela Markarian, senior tax advisor at Bank of America in Charlotte, North Carolina; 
  • Rolanda Watson, owner of Empower 2 Impact (d.b.a. Rolanda’s Tax & Professional Service), in Houston; and,
  • Adam Robbins, U.S. tax vice president at FanDuel Group Inc., in New York. 

Also appointed were:

  • Grace Allison, staff attorney and former director at New Mexico Legal Aid LITC, in Albuquerque, New Mexico;
  • Pablo Blank, director of immigration integration at CASA Inc., in Rockville, Maryland; 
  • Caroline Bruckner, senior professional lecturer and managing director of the Kogod Tax Policy Center at American University Kogod School of Business, Washington, D.C.; and, 
  • Kendra Cooks, CFO and treasurer at Wabash College, in Crawfordsville, Indiana.

The remaining appointees were:

  • Omeed Firouzi, practice professor and director of the LITC at Temple University Beasley School of Law, in Philadelphia; 
  • David Heywood, an attorney in Gettysburg, Pennsylvania; 
  • Mark Matkovich, an attorney in Charleston, West Virginia; 
  • Sarah Narkiewicz, LITC director at Washington University School of Law, in St. Louis; 
  • Samuel Cohen, chief legal officer at Santa Ynez Band of Chumash Indians, in Santa Ynez, California; and,
  • Tralynna Scott, chief economist at Cherokee Nation Businesses LLC, in Catoosa, Oklahoma.

The 2025 IRSAC chair is Christine Freeland, president of Christine Z. Freeland CPA PC, in Chandler, Arizona. She has volunteered tax services at both the local and state levels and has been president of the National Society of Accountants. She works with the Arizona Association of Accounting and Tax Professionals and has developed continuing education events for IRS Tax Security Awareness Week. Freeland also teaches Circ. 230 ethics.

The IRSAC, established in 1953, is a forum for IRS officials and representatives of the public to discuss a broad range of issues in tax administration. The council will submit its annual report to the agency at a public meeting in November.

Continue Reading

Accounting

SEC chief accountant Paul Munter to retire

Published

on

The Securities and Exchange Commission’s chief accountant, Paul Munter, announced his plans to retire from federal service, effective Jan. 24.

Munter joined the agency in 2019, was named acting chief accountant in 2021 and was appointed chief accountant in January 2023. As chief accountant, he led the SEC’s oversight of the Financial Accounting Standards Board and the Public Company Accounting Oversight Board. During his tenure, he published 22 statements and speeches addressing matters such as financial reporting issues by special purpose acquisition companies, materiality assessment, risk assessment, auditor independence and audit firm culture.

“I thank Paul for his leadership of the Office of the Chief Accountant, his counsel and his clear accounting advice,” SEC chair Gary Gensler said in a statement Tuesday. “As Chief Accountant, he led the office in the critical work of ensuring that investors have access to the highest-quality financial disclosures from public companies. I wish him the best in his retirement from federal service.”

munter-paul-sec.jpg

Paul Munter

Prior to joining the SEC, Munter was a senior instructor of accounting at the University of Colorado Boulder. He retired from KPMG where he was the lead technical partner for the U.S. firm’s international accounting and International Financial Reporting Standards activities. He also served on the firm’s international panel responsible for establishing firm positions on the application of IFRS.

He earned his Ph.D. in accounting from the University of Colorado. He received his B.S. and M.S. degrees in accounting from Fresno State University. He is a CPA in Colorado, New York and Florida.

“It has been the honor of my career to serve investors and our markets as the Chief Accountant for the past four-plus years and lead the outstandingly talented and dedicated professionals of the Office of the Chief Accountant,” Munter said in a statement.

Continue Reading

Trending