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GUEST COLUMN
Why We Lose Good People

By Don Phin

I recently gave a workshop for a CPA conference in San Francisco. When I asked their number one concern, nine out of ten executives replied, “keeping good people.” (The remainder were primarily concerned with building teamwork.)

I then asked the group why they felt retention was such a big problem. Their responses included: “We can’t compete with the Fortune 500’s,” “Being a CPA isn’t exciting,” “You can’t get rich working for us,” and “They have broader opportunities today.” Other responses were similar in nature.

What these executives evidenced is the feeling that the problem is one out of their control. As a result, everyone wanted to place the blame on external circumstances. Not one person mentioned that they could be the cause of the problem. Yes, these are real challenges for CPA firms. But they are similar to challenges faced by all companies, including competing CPA firms.

Let me address two of their statements. First of all, when they said they couldn’t compete with the Fortune 500’s, what they were really saying is “they can pay more.” For a small to mid-sized firm to compete on salary is a trap. Don’t try to compete against the big companies for good talent by spending matching dollars.

The fact is, once a fair days pay is offered, how we feel takes over. The person focused on bucks instead of purpose doesn’t belong in your organization. Sooner or later their financial self-interest will be a destructive force you can just as well do without.

Now, for the second claim: “We are not an exciting business.” If that’s how they feel, then I guess they are right! The point is, if you choose not to be exciting you are guaranteed not to be. Being exciting is a state of mind. If numbers don’t excite them then maybe they shouldn’t be accountants.

So, how do you begin turning things around? I suggest they start by adopting a new theme. “We Love Numbers!” Then they could be the Southwest Airlines of the CPA business. With the same predictable results — guaranteed.

Just think of it. People loving their jobs because they love working with numbers. Clients loving working with people who love numbers. And everybody loving the bottom line — more profitability, powerful relationships and joy.

But we’re not through yet. The most important thing to understand is this will never happen at these CPA firms or your firm — unless management is willing to give up control. You can’t liberate a workforce and control it at the same time.

Most business owners run really hard. It’s their M.O. for survival. Go, go, go, and no time to play. Playing is for vacation. Work is serious stuff! Few bosses are open to giving up emotional control. (That is, “I’m the boss, this is the way I’m used to feeling, and this is the way this things are done around here.”)

The success of Southwest Airlines couldn’t have happened without Herb Kelleher’s ability to be inclusive of other people’s feelings. He wasn’t trying to control others feelings but rather to liberate and empower them! He accomplished this be setting an example. You can’t tell somebody to be happy, excited, joyous — all you can do is exhibit this conduct. And exhibit it he did.

Blaming circumstances for your turnover problem is a victim’s game. Taking responsibility and embodying the change you seek in others is how you win the retention game. As is said, “That which comes to you...comes from you.”

In a future issue we’ll talk about why good people really leave — not just why we think they do. 

ABOUT THE AUTHOR

Don Phin is an attorney who for more than 16 years, has specialized in the litigation of employment and business cases. He has represented hundreds of employees, partners and companies in that time. Don has litigated wrongful termination, race and age discrimination, sexual harassment, whistle-blower, trade-secret theft, fraud, partnership dissolution and many other cases to a successful conclusion. In 1995, Don obtained the status of a Certified Professional Consultant to Management (CPCM). Since then, he spends a large part of his time consulting, writing, speaking and coaching.

Don’s seminars, workshops and reports have been delivered to such groups as the International Risk Management Institute, Insurance Marketing and Management Services, The Executive Committee, The CEO Club, The Society for Human Resource Management, Foundation of Enterprise Development, The National Human Resource Association and The National Association of Professional Consultants to Management.

Risk management is about possibilities and probabilities. It’s about assessing the 80/20 of exposure and then committing the strategies and tools needed to protect yourself. I hope these insights will help those of you battling on the front lines. If you have any questions regarding the trials and tribulations of managing in today’s high-risk environment, e-mail or give me a call at 800-234-3304.

riskVue | The webzine for risk management professionals
September 2001