As part of this year’s Top 100 Most Influential People survey, Accounting Today asked, “What’s the most important lesson you’ve learned from the pandemic?”
The full responses of all the candidates are below. The full T100 list is available
People are incredibly caring, supportive of each other and resilient. I am so impressed everyday with how our teams put their customers and their peers at the center of what they do and showcase our Wolters Kluwer values to win as a team and to keep making things better.
— Karen Abramson, CEO, Wolters Kluwer Tax & Accounting
While I have always known that our people are the most important part of our firm, the pandemic has reinforced that. Our people have risen to the occasion at every turn—supporting each other, our clients and our communities. Even as they faced their own challenges, our teams maintained a steadfast focus on our clients and supporting their needs during this difficult time. They banded together to support their communities—through our food donation program, Birdies Fore Love and our virtual volunteering activities. And they have been there for each other every step of the way.
Similarly, RSM has been there for them. At the outset, we set forth four key principles—keep people as safe as possible, retain as many jobs as possible, maintain compensation at current levels and support employees. We stayed focused on our long-term vision and tried not to take short-term reactive actions that would undermine our long-term success. This approach and our principles enabled us to pay bonuses on schedule per our plan in August, provide salary increases in November and introduce new benefits and flexibility options throughout the pandemic. I truly believe that our focus on our people is what has enabled us to continue to succeed and support our clients through all of the challenges 2020 has thrown our way.
— Joe Adams, managing partner and CEO, RSM US
I’ve always felt that firms can do more of their work remotely than they think, and we learned from the pandemic that they can. People have long resisted making that change, but when they were forced to do so, they did and were reasonably successful at it.
— Al Anderson, founder and president, Accountability Plus
What seemed to be annoying big problems, are in fact small compared to issues linked to life and death. I hope when we return to a pandemic free society, that we all appreciate what we took for granted before.
— Solon Angel, founder, MindBridge AI
Be patient, help others and remain optimistic.
— August Aquila, CEO, Aquila Global Advisors LLC
The pandemic has uncovered a lot about our society that I think we either overlooked or just accepted as truth – both positive and negative. Ultimately, during a time such as the present, I’ve found that supporting others and treating others with utmost respect should be our first priority as humans.
As a result, I think the most important lesson I’ve learned as someone who is in a position of leadership is that leading with empathy is not optional but required. Throughout this pandemic, we’ve all been in the same ocean, just floating around in different boats. I think it’s important to acknowledge that reality before engaging with anyone to put yourself in a frame of mind that prompts you to meet others where they may be at any given moment. We truly cannot comprehend what others might be going through, so being empathetic is the most basic courtesy we can extend to others during this challenging time and in times of “normal.”
— Liz Armbruester, SVP, global compliance operations, Avalara
Importance of leadership and teaming during very stressful and uncertain times. We worked hard to provide the best available information to the firms and also teamed with others in the delivery of solutions.
Also – the importance of acting and rising to the occasion.
— Erik Asgeirsson, president and CEO, CPA.com
We’re all people. To me there’s been something beautifully raw in the guards that have dropped. Nobody has the front on anymore - we’re all genuinely rooting for each other whether it’s cheering on someone who has added homeschooling to a job description that previously ended with converting QuickBooks Desktop files to QBO, or sending meals to our teammates when they lost loved ones to COVID-19. I’ve had more real conversations with accountants in their kitchens via Zoom than I’ve ever had in a conference room. Nobody cares that our hair isn’t done, that we have little or no makeup on, and the conversation starter for once has nothing to do with my shoes (mainly because I’m rarely wearing any). As cheesy as it is to say “we’re in this together,” that’s exactly how it is. In this together at 10pm at night when the emails don’t stop coming in. In it on holidays because there’s no holiday when you’re in survival mode. To borrow one of Brad Smith’s most commonly used phrases – “People don’t always remember what you said or did, but they will never forget the way you made them feel.” I know that the past 6+ months have been a chance to connect on a new level with many of the individuals I’ve never known outside of an office.
— Kim Austin, business development manager, national accounts, Intuit
I’ve learned a couple of major lessons. The first is to lead with empathy. Putting yourself in others’ shoes during both calm and chaotic times helps leaders better understand challenges and opportunities, down to the individual level, and design solutions to meet them.
The second is to celebrate the small wins. This keeps our company’s morale high regardless of company performance or economic conditions. Selling software involves hearing a lot of no-thank-yous. However, our team is encouraged to celebrate any conversation that leads to a demonstration. It gives you a euphoria of “wow, somebody wants to see a demo,” and that humility is what keeps us excited and empowers us to keep rowing the boat and pushing forward, even when a pandemic comes through and changes our world.
— George Azih, founder and CEO, LeaseQuery
That struggle is good for us humans. Name something worth having, or doing, that is easy. Like humans, our economy is capable of far more than mere resiliency. It is what author Nassim Nicholas Taleb describes as antifragile. While the resilient resists a shock and essentially stays the same, the antifragile gets better. If we learn from this experience we will emerge stronger and better prepared for the future.
Just as important a lesson: the need to change our profession’s business model. If you are still hourly billing, your firm is mired in a transactional relationship with your customers based upon inputs, and those are easy to sever when times are tough. This might be the time to reevaluate your entire business model and consider adopting one that is subscription-based. A subscription model provides many benefits, such as innovation and the life-time value of the customer being central, and is a natural fit for the profession. It put the customer relationship at the center of the firm, no longer paying lip service to doing what is right for the customer.
— Ron Baker, founder, VeraSage Institute
What is an organization if not its people? Those who do the work, day in and day out, of keeping all its moving parts efficiently ticking along. With this in mind, this year has driven home the importance of the health and safety of our employees. As we are located in the epicenter of the pandemic, we closed our doors in early March and established a remote workforce. Our staff has adjusted remarkably well. In times of crisis, companies are put in survival mode. We learned not only to survive but also how to thrive. Our staff members banded together to launch new programs and new technologies. We have explored creative ways to build value for our
members. Our remote team is working so well, we will return to the office only when it is absolutely safe for our staff and our members. A year ago, I would not have thought that such an arrangement would not only be productive but team building as well.
In addition to the work we have been and will continue to do to ready the profession for the future, we were also extremely successful this year in executing priorities on the legislative front. Our goal was to ensure that our members and their firms could navigate the intricacies of the pandemic as easily as possible.
— Joanne Barry, executive director and CEO, New York State Society of CPAs
From a business standpoint I will go with my quote that was published in Accounting Today:
As time marches on and changes occur, so a firm should never put off for tomorrow what can be done today,” said David Bergstein, “Up until now, firms have been talking about taking advantage of technology, being virtual and collaborative, but were moving at a snail’s pace. Firms are now retooling at a record pace, trimming staff where they should have done it before, and utilizing technology that leads to digital movement of data and elimination of paper.”
— David Bergstein, chief innovation officer, Bergstein CPA
It is faith and family which endures forever (reinforced and appreciated – again).
— Michael Bernard, chief tax officer, transaction tax, Vertex
Invest relentlessly in your people and in your own digital infrastructure. When COVID-19 first hit the U.S. in mid-March, we immediately adapted our day-to-day work and transitioned 65+ offices to a remote environment. Our people stepped up and made a tremendous effort on behalf of their clients, utilizing digital tools to provide a seamless delivery of services, no matter the obstacle. Although we continue to work in a challenging environment, it is because of our investment in our people and our technology that we remain resilient.
— Wayne Berson, CEO, BDO USA LLP
We, as a profession, have the capabilities to do far more than what we thought. Accountants helped their clients more than anyone else during these unprecedented times and adjusted to the new reality quite well.
— Chandra Bhansali, co-founder, AccountantsWorld
The importance of disaster recovery and contingency planning. While the specifics of the pandemic were not something that could have been anticipated, maintaining rigorous infrastructure and discipline in your organization allows you to better prepare for any such event.
— Sharada Bhansali, co-founder, AccountantsWorld
On a personal level, the most important lesson I have learned is to cherish relationships and the ability to interact with others. On a professional level, I have learned the importance of measurement tools as staff work offsite.
— Ken Bishop, president and CEO, NASBA
The pandemic has reinforced, for me, that our profession can thrive in a remote work environment. Our most important asset is our people and our profession should be one that embraces flexible work arrangements. We can be more effective organizations by finding ways to keep people in the profession and having balance in their lives.
— Joel Black, chair, GASB
There are positive things that come out of every crisis, no matter how devastating it may be.
— Jim Boomer, CEO, Boomer Consulting Inc.
The convergence of technology and processes have been magnified, and firms realize the benefits. We have not seen a focus like this since the start of outsourcing in the early 2000s.CPAs are front-line responders for business!
— L. Gary Boomer, founder, visionary & strategist, Boomer Consulting Inc.
I should have listened to my wife a long time ago... “Jim, do you really need to hop on a plane to fly 17 hours to speak for two hours in Sydney? You talk about technology, don’t you? Why don’t you use some of that technology to get some of your life back?”
Kills me to say this…But she’s right. What was I thinking?
— Jim Bourke, Managing director of advisory services, WithumSmith+Brown
I still marvel at the transformation of the profession — not only at the transformation of our people and their resilience during these uncertain times but also at the increasingly important role that auditors have come to play in value
creation within the capital markets. While auditors have always been important, their work over the last few months has moved with speed, born out of necessity for confidence in the information used for vital decisions about investments and the direction of business.
While we are not through this storm, I take great comfort in the strength of our profession. Auditors never wavered from their responsibilities nor from their purpose.
— Wes Bricker, vice chair and US & Mexico assurance leader, PwC US
I don’t know yet. I could talk about work/life balance and discovering more flexibility, or and the pride I have in my team for their incredible fortitude during this time, but honestly, I don’t know if I’ll know the most important lesson until we reach toward a new normal. I have a feeling we’ve only scratched the surface of what this pandemic will mean to our organizations, to the profession and to our people.
— Jennifer Briggs, president & CEO, Indiana CPA Society
I have learned that sometimes in life you need to step back and re-evaluate what is important to you. I have learned that there is nothing wrong with boundaries and that rather than try to fight it, it is okay to embrace it and adjust to it. My family is the most important part of my life and the pandemic has helped me give more attention to that. I also know for sure that you cannot take anything for granted. You have to live in the moment and not worry about the past or the future. Be the best you can be at everything life throws at you and always treat people with respect.
— Dawn Brolin, president, Powerful Accounting Inc.
Your people need you more than you know. Be human. Be kind. Be vulnerable. Be honest. Be yourself.
— Noah Buxton, director and practice lead, blockchain & digital assets, Armanino LLP
On a personal level, the most important lesson I have learned is that I should always be prepared for disruption and that I should be constantly striving to do things more efficiently and effectively. As a necessary part of that, I’ve learned to better use technology to carry out myriad responsibilities throughout my day. That has also enabled me, with growing ease, to interact with people remotely. Seeing the faces of people from around the globe on my computer screen is an ever-present reminder to me that we are all in this together. At The IIA, we like to say that “Together, we are One IIA.” Never has that been more apparent than during these challenging times.
I’ve been very fortunate in this role to have traveled throughout the world. I would not trade those experiences for anything. However, as the pandemic disrupted in-person travel, this “new normal” has allowed me to deliver dozens of presentations to thousands of internal auditors throughout the world, all from the comfort of my home office.
— Richard Chambers, president and CEO, Institute of Internal Auditors
Take time for yourself…each day. Step away from your home office, take a walk, go for a fun, get out of the house and just appreciate the many things we might previously have taken for granted (or might have gotten lost in the frenetic pace of our pre-COVID regimen). The necessity for self-care has never been more evident than now – both physically and mentally. To be your best self, you must first take care of yourself.
— David Cieslak, EVP, chief cloud officer, RKL eSolutions LLC
The profession, as a whole, was well positioned to act quickly and thrive because it pivoted and immediately adopted innovative, technological approaches to serve clients and employers. While remote “anything” is doable, it’s not ideal in every situation or for every person. The profession needs to continuously evolve and transform as emerging technologies enable us to do more and provide better, more robust services. However, we cannot forget we are a relationship-driven profession and figuring out the right balance will be critical to our ongoing success.
— Sue Coffey, EVP, public practice, Association of International Certified Professional Accountants
As a society and a profession, we value the interaction and connection we have with others. Developing and maintaining relationships is important but taking that a step further to acknowledge the differing circumstances we each may be facing is equally important. Supporting your friends, neighbors, colleagues and family members in these unprecedented times is more important than it ever has been.
— Susan Cosper, Board member, Financial Accounting Standards Board
How to live more in the present, while taking time to gain more perspective on the past and future.
— Gale Crosley, president and founder, Crosely+Co.
That there are no guarantees, every hour of every day matters. It’s a constant reminder of the importance of health and wellness including physical, mental and emotional... and truly prioritizing relationships with the people in your life that matter most.
— Kevin Cumley, senior director, Sage Intacct Accountants Program, Sage
You can accomplish a lot virtually but will always need the face-to-face.
— Kevin Dancey, CEO, International Federation of Accountants
To be patient and listen to your people and clients as well as allowing for and using real data before making important decisions. Also, the importance of broad organizational communication from firm leadership during this unique crisis.
— Ted Dickman, CEO, governing board chair, BKD CPAs & Advisors
You can always innovate when you truly listen to your market and that the world can change in an instant and you will be okay.
— Sarah Dobek, president and founder, Inovautus Consulting
The pandemic has pulled back the curtain on reality. We’re seeing things as they really are – problems (both professional and personal) that existed all along, but we were too busy or distracted to deal with them. Confronting and tackling these challenges isn’t be easy, but it’s the only way forward. Our greatest struggles hold the greatest opportunities for growth.
— Sarah Elliott, co-founder & principal, Intend2Lead LLC
Our profession includes committed professionals and this is a lesson I have long understood. However, watching our colleagues across Public Accounting, Business and Industry, Non-Profits, Education, Government, and Consulting serve as essential workers during the pandemic to advance the Public interest only reinforces that notion.
Instead of separating us, it is even more possible to collaborate and coordinate with others in an uncertain and unpredictable environment.
— Kimberly Ellison-Taylor, executive director – finance thought leadership, cloud business group, Oracle
It has served as a very large reminder that life is very precious and we can’t take our futures for granted. We need to do more to protect our citizens including when it comes to climate change.
— Domenick Esposito, CEO, Esposito CEO2CEO LLC
I think the most important thing I’ve learned is that no matter what, the world goes on in all aspects – whether it be socially or financially. So, we must position ourselves to be able to adapt to changes and keep things going forward. In my world, that means helping the accounting profession as it adapts to the new risks involved in working in that new world.
— Alvin Fennell III, vice president, underwriting and business development, Aon
It reinforced for me the concept that if you do not know how to deal with a certain situation or set of facts, find someone with the expertise in that area to learn from, and increase your knowledge.
— Neil Fishman, president, National Conference of CPA Practitioners
I’ve learned how much I value seeing the faces of my colleagues, friends, and family. I am very thankful we have video conferencing technologies to enable that during this challenging time of social distancing and working from home.
— Lisa Fitzpatrick, president, Bloomberg Tax & Accounting
Control is an illusion. Agile adaptability is key to leading through this and any economy. To stay ahead of competitors, firms must be able to monitor for change, choose the right response, and implement faster than everyone else.
Adaptability to a world of disruption will require an openness to try something new. We are all in unknown territory that will test our ability to let go of familiar responses we assume are safe. In our new environment, applying the same methods that worked before 2020 might set a firm up to fail.
But how do you make the right call on how to respond? Continually monitoring your target audiences’ changing needs through sound market research will help you distinguish the trends from the day to day noise. If you want to keep your clients, keep up with their needs.
— Lee Frederiksen, managing partner, Hinge
I’ve learned that I need to be a bigger voice for those that may not have the platform from which to speak from right now. As many of us are working remotely during the pandemic, it is important that we listen even more closely and pay attention to our colleagues. Not everyone is doing well in this environment and I’ve learned that now, more than ever, it’s important to just pick up the phone and have a conversation to ask how they are doing outside of work and make sure they know I am here to provide support. For many, especially our younger professionals, being isolated is something they’ve not previously experienced and it can be hard. I want to be seen and leveraged as a resource to help.
— Herschel Frierson, chairman of the board of directors, National Association of Black Accountants
Genuine human connection transcends having to work remotely. People who have taken the time to create deeper connections beyond superficial work topics have better working relationships. Clients and coworkers will gravitate towards the leaders who are my authentic by humanizing themselves and being a little bit vulnerable.
— John Garrett, senior financial analyst, Clarian Health Partners
The importance of spending time together, even if it can’t be in person. I’ve spent more time on Zoom with family and friends and in some ways am spending more time catching up than I normally would pre-pandemic. We didn’t know technology was as powerful as it is and it’s beneficial in so many ways, but maintaining connection may be one of the most important.
— Tracey Golden, Chair, AICPA and Association of International Certified Professional Accountants
That you have to be able to pivot quickly, that you must surround yourself with great thought leader advisors to help you quickly change course and that you must have multiple plans to succeed…and not become the Kodaks..Cab Drivers, Sears of the World….and remain relevant and be like the Amazons of the world.
— Julio Gonzalez, CEO, Engineered Tax Services, The Growth Partnership and ABLE
People are in need. This makes the work of leaders more difficult but more important than ever. People want to know you care. They are in need and dealing with so much. It may sound basic, but empathy for each other has never been more important. The basic human understanding that we are going through this pandemic together can help all of us feel a sense of community.
— Sasan Goodarzi, CEO, Intuit
We’re living in extraordinary times, when the world is feeling the impact of a social crisis amidst a health crisis that also has financial impacts. It’s never been more important to put our people first and create a workplace of belonging that is inclusive, compassionate, and, most importantly, safe.
The COVID crisis has really reinforced the importance of scenario planning, resiliency planning, and business continuity planning. For example, we made a very early decision to move our people to a remote work paradigm. At that point, we had already conducted necessary IT testing and capability assessments, and we had really activated our crisis response team. Our preparedness and resiliency planning enabled us to be agile, and to take decisive action at a time when that was critical. We didn’t build a plan – we activated a plan.
When we emerge on the other side of this, the world is going to look different – and at EY, we are focused on capitalizing on the possibilities. We are also focusing on being agile and determining how we reinvent ourselves for the future.
That said, there is no question that there’s a lot about this crisis and its impact that is beyond our control. Reminding myself to “control what you can control” has been a guiding principle for me both personally and professionally. For EY, this includes how we lead our teams, how we serve our clients, the creativity we bring to the delivery of existing services, the actions we take to retain and protect our people, and elevating our game to help our clients navigate the extraordinary circumstances they are also facing.
I’ve learned a lot about the criticality of candor and transparency with the EY family. When you do what you say, you create a level of trust and credibility with your people.
We recognize we will need to absorb a great deal of change, including thinking very differently about how we do business, how we create value, and how we sustain the highest performing workforce. Going forward, it’s important to give our people as much peace of mind as possible, no matter what is happening externally. I realize I may not always have the answers, but I am committed to being honest and truthful with my people every step of the way. That’s how we maintain and continue to build trust.
I’ve also learned a great deal about hope and optimism, particularly as it relates to the “other side” of the challenging times we are in now. The world will be permanently altered in both positive and negative ways, and I’m increasingly focused on those positive changes.
It’s incredibly important to recognize and capitalize on some of the goodness that has come from the learnings of this crisis – whether it’s the ability to work more virtually, to use technology more effectively, to be more efficient, to have more flexibility, or to have more time at home.
The current COVID environment is really testing all of us to be creative in how we support our working families, and I believe empathy and compassion remain fundamental aspects of prioritizing our people’s well-being.
For me, leading with empathy and compassion is of the utmost importance – lifting each other up and supporting each other in new and meaningful ways – and during these crises and these most difficult moments, this is what our people need more than ever.
I’ve realized that we all have a unique opportunity to reimagine our future. It’s one that looks very different from our past, but I strongly believe we are uniquely capable of realizing that bright future together. We’re looking for the silver linings in this and not wasting the opportunity to think boldly about transforming our business for both our people and our clients.
— Kelly Grier, U.S. chair and managing partner and Americas managing partner, EY
1.Life is fragile so make time for the most important things.
2.There is great power in community. People are generally good and show up for others in need. I would like to see even more of this in our society.
— Angie Grissom, owner, chief relationship officer, The Rainmaker Companies
A significant amount of time was wasted in commutes, airplanes, and excessive face to face meetings. The pandemic has highlighted the opportunity costs from these time-wasting activities. We have seen the benefits of increased efficiency, better work/life balance, and positive environmental impact. In the post-pandemic world, employers will need to be responsive to increased demands for remote work while balancing a need for collaboration inside the organization. Hopefully, this promotes better stewardship of their employee’s time.
— Thomas Groskopf, technical director, AICPA Center for Plain English Accounting; assurance service line leader, Barnes, Dennig & Co.
The pandemic has brought many ESG issues—how companies protect the health of their workers, how businesses create resilient supply chains, how healthcare providers ensure access to testing—to the forefront. This crisis is an opportunity to build resilience. We can learn more about the non-traditional performance metrics that will help drive a structural shift in how both companies and investors think about delivering long-term value to both shareholders and society. When investors can direct financial capital to the companies that are evolving their business models to thrive in the face of future risks, markets will be more stable, businesses will be more prepared, and society will be better protected.
— Janine Guillot, CEO, SASB
Everything is interconnected. In recent years, we’ve seen an increase in nationalism around the globe. But the greatest threats to nations around the world – and to their economies – are things that will not stop at national borders. The pandemic is one example, climate change is another.
— Jeffrey Hales, chair, Sustainability Accounting Standards Board
As this virus unfolded, I saw a second virus, I called the ‘fear virus’ taking over. This ‘fear virus’ was causing debilitating fear and uncertainty causing the need to dig deep inside to call on my courage and resilience to be a beacon of light for those I lead and influence. I realized that both within our organization and across our Profession, we needed some hope and confidence in ourselves to rise to meet these challenges. Soon after the CARES package was enacted, it was clear that all of the relief and stimulus packages were being implemented through the tax, accounting, and financial systems, the very systems that accounting professionals and our members are experts in. That is when it hit me that our Profession was ESSENTIAL and now had the opportunity to become even more INDISPENSABLE as we help businesses navigate these extraordinary times. It is a time of great opportunity for our Profession going forward.
— Tom Hood, CEO, Maryland Association of CPAs & Business Learning Institute
Necessity is the mother of invention. I have been impressed over and over just how resilient human beings are…the accounting profession specifically. The ability to change how we conduct business and continue our lives after the pandemic has been tremendous to watch.
— Charles Hylan, managing director, The Growth Partnership
The re-prioritization of life vs. work. The pandemic forced us all to slow down, and I am learning it was a blessing in disguise.
— Kacee Johnson, strategic advisor, CPA.com
It is critical to spend more time with people to ask how they are doing personally, how their family is doing, and how they are getting along. Further, it is mandatory to take the time to listen to their situation and story carefully. The bottom line is that people matter the most, but that was true before the pandemic and will be true after COVID-19 is under control.
— Randy Johnston, CEO and founder, EVP, NMGI and K2 Enterprises
The pandemic has taught me to prepare for the unexpected, appreciate what I have, and be optimistic about the future.
— Richard Jones, chair, FASB
Relationships matter most. With our clients, our teams, and our families. The strength of our relationships is what will see us through to a better day. And I do believe a better day is coming! But in the meantime, let’s keep our attention where it belongs: On people and on helping our clients.
— Kathryn Kaminsky, vice chair, US and Mexico Tax Leader, PwC
To appreciate the many wonderful things we have in our lives that we take for granted and to which we no longer have access.
— Edward Karl, vice president, tax policy and advocacy, AICPA
No matter where you are or what you have experienced in this life, it continues to throw new experiences into the mix.
— Roman Kepczyk, director, firm technology strategy, Right Networks
You need to be flexible and adjust to changing conditions each day of your life.
— Sidney Kess, senior consultant, Citrin Cooperman; of counsel, Kostelanetz & Fink
I have learned how important it is to properly quarantine, as I have seen family and friends struggle with the virus. I have also been reminded of how important human connection is to our overall well-being. We need to be in communities with each other, even if they are virtual communities.
— Elizabeth Pittelkow Kittner, VP of finance and HR, International Legal Technology Association
That the overreliance on data and experts is not limited to business or the profession. Our response to C-19 has been anything but scientific. It has been medieval. While the epidemiological data was suspect, it was at least consulted. Little to no economic consequences have even been seriously considered.
— Ed Kless, senior director of partner development and strategy, Sage
Be flexible and get used to dealing with uncertainty. The one thing that’s certain about this current crisis, is the massive amount of uncertainty. In order to succeed, you must execute on the activities and behaviors that are within your control. Throughout the pandemic, I’ve seen and learned how effective and efficient our people can be in a remote work environment, continuing to deliver valuable client solutions and services with excellence and quality. It’s essential that we support and care for our people and continue to create supportive environments that help them grow and thrive. Frequent, transparent, and empathetic communication is an important element of this.
— Paul Knopp, U.S. Chair and CEO, KPMG LLP
Ninety percent of work I did previously required me to get on a plane and meet face-to-face. Today, ninety percent of that same work can be done virtually via Zoom and conference calls.
— Allan Koltin, CEO, Koltin Consulting Group Inc.
Hug your family and friends. Life is fragile and can’t be taken for granted. From the business side, CPAs really are recession proof and will stand by their clients and should always have a successful business. It’s the personal stuff that gets talked about less. I’m thankful I was able to stay off the road for an extended time and enjoy the balance of work and family in a different way. Not everyone had that luxury, and it should be our focus to make sure they are OK.
— Mark Koziel, president & CEO, Allinial Global
It’s only a problem if you can’t solve it, and relationships are more important than ever to success.
— Art Kuesel, president and founder, Kuesel Consulting Inc.
During this pandemic I have been reminded that we are all human and I have learned we all need to meet each other where we are. Real human connection can beat anything. Let’s not assume. Let’s truly ask people what is truly going on for them. Let’s take every opportunity we can to connect with each other genuinely and authentically. Let’s stop trying to pretend to be somebody we are not, especially somebody who is in control all the time. I don’t know anyone like that. Let’s invite people to show up, warts and all, and we do that by first asking curiosity-based questions that invite others to share their humanity with the rest of us. We all need that connection, now more than ever.
— Brian Kush, principal and co-founder, Intend2Lead LLC
Connections matter. Taking the time to connect whether remotely or in-person is an opportunity to learn, grow and care for others. The pandemic has made it harder, but it highlighted how important these personal connections are.
— René Lacerte, CEO and founder, Bill.com
That accountants and bookkeepers were very lucky that their work could be done remotely and businesses needed them more than ever to survive the pandemic.
— David Leary, director of accounting & bookkeeping evangelism, Melio
That you cannot assume things will be the same. You need to adapt, refine, then get ready to adapt again. A lot of less creative people are struggling with how to change and that is unfortunately painful to watch. We are always on the move here. It is more interesting to innovate and refine.
— Bob Lewis, president, The Visionary Group
People are resilient and adapt. This includes the profession, adapting to the new normal on the ground, but also includes those closer to home--the CAQ staff. We were in the office March 16th; we went remote March 17th. We never skipped a beat, and the team continues to deliver on our key priorities – both pre-COVID priorities and those necessitated by COVID – in a way I never could have imagined. This is in addition to personal issues, like home schooling, loved ones and the emotional stress of having your lives turned upside down. I’ve learned that what seems insurmountable becomes surmountable when you approach it as a team effort.
— Julie Bell Lindsay, executive director, CAQ
Focus on kindness and empathy.
— Taylor Macdonald, SVP, channel sales, Sage Intacct
That planning for change and disruption makes you more resilient in an unexpected crisis. CPA firms that embraced the cloud and other innovative technology were much better equipped to serve clients during the pandemic. The AICPA and CIMA, meanwhile, have in recent years sought to instill an agile mindset and a “work anywhere” approach within our organizations that helped us step up our game during the pandemic.
— Janice Maiman, EVP, communications, PR and content, Association of International Certified Professional Accountants
You can’t put life to one side when you turn on your work computer. As a leader of people you need to be attuned to (and able to flexibility accommodate) the life challenges faced by those for whom you are responsible.
— Charles Maniace, vice president, regulatory analysis & design, Sovos
Keep a focus on family.
— Jason Marx, president & CEO, Tax & Accounting North America, Wolters Kluwer
Not to have more children.
— Liz Mason, CEO & founder, High Rock Accounting
Be prepared to adapt to changes in the environment.
— Chuck McCabe, president & founder, The Income Tax School
That we are all in the same storm but different boats. We are all experiencing the pandemic differently, so be empathetic! Be prepared, and be prepared to re-evaluate “normal”. Take what you’ve learned over the past eight months and apply that to future planning efforts. How would any of us have reacted a year ago if we were told that, in the very near future, we’d stop going to offices, be confined to our homes for extended lengths of time, and have to scramble seemingly overnight to allow all employees to work remotely? My biggest takeaway is that contingency planning is more important and essential than ever, and if handled correctly can afford the ability to continue with “business as usual”, including supporting employee, customer and partner needs.
I don’t discount the probability of another global or regional event, in whatever form it may take. I remain optimistic about eventual recovery, while recognizing that the event horizon of the current pandemic could be three years or more.
— Scott McFarlane, co-founder & CEO, Avalara
I’ve learned two things. The first is how resilient we are. If you would have told me we’d all be wearing masks and working from home so easily, I’d have called you mad. Secondly, I will never again try to pick the winners and losers from a macroeconomic shock. Businesses like bread yeast and home gym equipment thrived, while travel and in person entertainment may never recover.
— Jim McGinnis, EVP/GM, professional market segment, Tax and Accounting North America, Wolters Kluwer
It is important for leaders to speak openly about mental health challenges, including awareness and support. They exist at all levels and in all organizations. In our profession, the stresses will increase given changing laws and business assistance programs, the time overlaps and the implications of economic recovery. The continued family complexities add to the mental health risks.
— Barry Melancon, president and CEO, AICPA; CEO, Association of International Certified Professional Accountants
We are adaptable and can react quickly and appropriately when forced to. I also learned that we need socialization and interaction with other people. Work can be effectively and efficiently done in isolation and with virtual meetings, but touchy-feely personal engagement is important and cannot be disregarded.
— Ed Mendlowitz, emeritus partner, WithumSmith+Brown
Throughout hardship and difficult and challenging times like these, the accounting profession comes together to collaborate and face these challenges head-on, they put aside competitive issues for the greater good, and they’re a compassionate group willing to lend a hand. I am inspired by the kindness and generosity that I have witnessed these last 9 months.
— Brad Monterio, chief learning officer and VP of member competency and
learning, California Association of CPAs
That's easy - I MISS PEOPLE! I never thought of myself as someone who thrived on an abundance of interaction with people. Call me an extroverted introvert. I cherish my alone time too. However, so much of what I do as a finance executive is forging relationships around the company and building trust amongst colleagues - and that's hard to do over Zoom! I never thought I'd miss catching the elevator with a colleague or grabbing an impromptu coffee with a new employee as much as I do. It's the soft skills doing business and building a career that we aren't exercising the same way anymore.
— Shannon Nash, chair, National Society of Black CPAs
That we can adapt. Many firms who were staunchly opposed to remote work have found that their people can, indeed, thrive in such an environment. I’ve learned that people can adapt and change. I have also learned the compassion and kindness are the #1 attributes necessary as a Trusted Advisor. “People don’t care how much you know until they know how much you care.” This is a quote that has resonated with me throughout the whole of 2020.
— Adelaide Ness, chief learning officer, The Rainmaker Companies
Change rarely happens incrementally. It often takes a push — like a pandemic — to force change. And then it happens suddenly and unexpectedly, and all at once. The sudden shift to remote work in the accounting profession is a perfect example. Even though we’ve had the necessary technology for a decade or more, firms resisted going fully remote. Until they had to. Then firms that claimed remote work would never work somehow managed to make the shift in a matter of weeks.
— Blake Oliver, director of marketing, Jirav
Everyone is able to change when forced into it. Some people are just more adaptable than others but, eventually, everyone can be taught new skills.
— Jody Padar, vice president of strategy, Botkeeper
Take action as if you only had today as there is no guarantee you will be afforded the opportunity to do so tomorrow.
— Enrico Palmerino, founder & CEO, Botkeeper
I have learned so many lessons from the pandemic, and it is hard to pinpoint only one of those as the most important.
Years ago, I read somewhere that “human beings are social animals.” I had different connotations about what it meant to be a “social animal.” The most important lesson I got from the pandemic is that we are brittle and individually inconsequential as humans. We are collectively valuable when we are in a community that balances each other’s pluses and minuses.
For me, life reflects in one’s work. Life’s lessons apply to work. The accounting profession is a community that thrives on being together, thinking together, and working together. You never work for someone; you always work with someone. I am glad that “cloud technology” makes it increasingly possible for the profession to be collectively stronger and progressively together.
— Hitendra Patil, director of practice development, AccountantsWorld
I'm lucky. So many people are suffering. I continue to work from home, live comfortably, have things delivered when I need them. I'm thankful every single day.
— Gail Perry, editor-in-chief, CPA Practice Advisor; owner, Gail Perry CPA
I am reminded about the value of patience. Not everyone is handling lockdown, masks or other imposed rules well, and you don’t know what the person you are interacting with is dealing with when not on Zoom.
— Carl Peterson, VP – small firm interests, AICPA
Civilization can’t survive without compassion.
— Scott Peterson, VP, U.S. tax policy and government relations, Avalara
I value the time with my family now more than ever, and I don’t think we’ll be as busy, nor do I think I will travel as much as I did before.
— Jeff Phillips, CEO, Padgett Business Services
Adaptability as a leader. I learned my team could adapt to work remotely and not miss a beat in serving our customers. And, although I don’t like working at home and I appreciate the travel I was able to do in the past to meet up with my team and customers, I have learned to personally adapt to accept this and to learn to lead differently to maintain engagement with my team and customers.
— Bernadette Pinamont, vice president, tax research, Vertex Inc.
To wear a mask...Seriously, I think about the things I’ve missed the most — travel, theater, seeing far-flung family — and I’ve realized that it’s way too easy to take those things for granted. Same goes for seeing my team on a Monday morning and exchanging stories about the weekend and getting to see members in person and really hearing what is going on with them and what is really driving them or worrying them. So, what have I learned? I would say to really lean into all of those experiences and appreciate them more in the moment.
— Amy Pitter, president & CEO, Massachusetts Society of CPAs
As CEO, you’d think the pandemic would lead me to focus on purely financial matters. But, as it turns out, when I looked at any financial issue related to the pandemic, all I saw was people. Whatever the issue, the first and most essential step has been to protect the safety and well-being of our people and build out from there. All the metrics that executives track – quality, performance, productivity, innovation, client experience – these are all human outcomes. They depend on people.
— Bradley Preber, CEO, Grant Thornton LLP
The need for connection is innate within all of us, including our profession. We’ve had to find innovative ways to connect with our clients, employers and each other, and we’ll have to acculturate these methods into our daily practice in order to remain a strong profession.
— Anthony Pugliese, president and CEO, California Association of CPAs
Be flexible. Don’t jump to conclusions about how this is going to go. Be ready to take a different course of action.
— Terrence Putney, CEO, Transition Advisors LLC
With the COVID-19 pandemic, the array of client needs has never been more in our face — from navigating the Paycheck Protection Program (PPP) to negotiating collections and payments. The shock of this financial disruption will be with us for months and even years to come. With the initial rollout of the PPP, there was much confusion among small businesses. Many firms were on the front lines working closely with businesses to navigate the loans and determine eligibility. While small business owners are used to a “do it yourself” (DIY) mentality and independence, we saw a lot of firms step in to guide businesses through a “do it together” (DIT) approach.
The pandemic has shown us the importance for businesses and accounting professionals to work together and embrace the DIT mentality. Now is the time for accountants and bookkeepers to reach out and show how they can support clients whether it’s through recordkeeping and maintaining compliance, business continuity planning, or scenario forecasting. If we display a deeper, collective sense of awareness and understanding, we can make better decisions for our clients and support more of them in the short and long term.
On a personal level, the pandemic has also taught me the importance of mental health. The indefinite nature of the pandemic has created its own kinds of stress and now it’s more important than ever that we ask how people are doing, listen, and take any action in this atypical situation.
— Ben Richmond, U.S. country manager, Xero
That every one of us must continually evolve in order to be effective and relevant.
— Michelle Golden River, President, Fore LLC
The most important thing I have learned from the pandemic is that when crisis happens, it is ok to not be 100% all the time. Many of my clients (and myself) were quietly falling apart and retreating into a dark corner as more and more people died. Admitting that you are not always OK is OK.
— Richard Roppa-Roberts, founder, Quasar Cowboy
That we have to be advisors over anything else. Our clients needed us for everything from figuring out the PPP to simply easing their minds.
— Darren Root, GM, Rootworks LLC
The importance of planning and innovation.
There were two types of CPA firms prior to the pandemic:
- Those who planned ahead, refused to accept the status quo, adopted CPA industry best practices and followed the credo, “if it ain’t broke, it’s probably stale and needs fixing.” These firms adopted the following before the pandemic and therefore, were well positioned to remain successful in the pandemic: Unlimited PTO, working remotely/from home, investing in the newest technology, working hard to create a strong firm culture and adopting world-class work processes.
- Old school firms who were the opposite of the traits listed above. Same old, same old. “We’ll change, but we’ll do it tomorrow instead of today.” These firms were caught flat-footed by the pandemic and suffered mightily in adapting to the new normal, mainly interpersonal communications with staff and clients on a remote basis. These firms are paying the price for coasting.
I’ve always believed that the best way to solve a problem is to never let it become a problem in the first place. Firms that adopted the above practices planned for the future with innovative thinking without knowing the Covid catastrophe was lurking in the shadows.
— Marc Rosenberg, president, The Rosenberg Associates
It’s easy to take so much for granted and not appreciate how much you value certain things until they are taken away – for me that has been the ability to travel and connect with people, especially our customers, members of my team and of course my family who are mostly 3,000 miles away. I actually see more of them all over video and the phone than before the pandemic, but I really miss the in-person connections and time together, and I will remember to really value it in the future.
— Charlotte Rushton, president, Tax & Accounting Professionals, Thomson Reuters
That our people are incredibly resilient and that they care so much about the work that we do. While adapting to working virtually nearly overnight, they have continued to seamlessly meet client demands and upend traditional ways of solving our client’s problems, all while juggling the effects of a global pandemic, stepping in to teach their children from home, serving as caretakers, and dealing with the systematic inequalities that plague our nation, all without missing a beat. It’s been made clear to me more than ever the value of taking care of our people, providing them with the support benefits, mental health resources, and flexibility to work how and when best suits their needs.
— Tim Ryan, chair and senior partner, PwC US
People are and always will be our number one asset. Make sure that they understand their value to the organization and are acknowledged for their contributions (both internally and externally).
— Hillary Salo, technical director and chair of emerging issues task force, FASB
Crisis brings out the best and worst in people. Be patient, kind, and empathetic to everyone. Accept help when it is offered and extend it when it is needed. We are all in this together.
— Heather Satterley, CPA, Satterley Training & Consulting
Helped me understand what is really important to me—my family!
— Gary Shamis, CEO, Winding River Consulting
I have become acutely aware of the illusion of control that I have over things and the benefit of letting go of unrealistic expectations and priorities that don’t actually matter in the big picture of the human condition.
— Russell Shapiro, member, department chair – transactional group, executive committee member, Levenfeld Pearlstein LLC
The importance of being flexible and adaptive has been critical in every aspect of the pandemic. Whether it’s support of companies and clients, adoption of technologies, flexibility in working conditions, or compassion toward staff, being flexible and adaptive has been key throughout the pandemic.
— Todd Shapiro, president and CEO, Illinois CPA Society
Society is broken. Between mass media, politics, and social media the human spirit has been corrupted. The need for accountants is even greater than ever. Accountants need to step up to help people rationally and objectively analyze what is happening, attest to what is true and what is not, visualize and plan for a better tomorrow, and ensure that organizations are making ethical decisions that consider not just financial profit, but all impacts, including people and community. Through our efforts and ability to influence better business decision-making, accountants can help to fix and improve the world.
— Donny Shimamoto, managing director, IntrapriseTechKnowlogies LLC
Laughing with your team can improve the trajectory of any day, no matter what.
— Lisa Simpson, director, firm services, Association of International Certified Professional Accountants
How lucky I am. How people who put their minds to it can adapt quicker than we thought. How precious life and health is.
— Joel Sinkin, president, Transition Advisors LLC
Change can't wait. (And wear your mask, dammit.)
— Rick Telberg, CEO and founder, CPA Trendlines Research
I think the COVID-19 pandemic has taught many life lessons but what I and many of my colleagues have learned most is to be flexible and patient when it comes to staff challenges, priorities, plans for the future and what our members need from us as a CPA organization. We always knew communication was key to building relationships, but during the pandemic we learned how to connect in other ways and adapt. Because of the pandemic, we increased our usefulness as an information resource, switched to an all-virtual meeting environment and offered a Membership+ CPE benefit program to make it easier and financially viable for members to continue their ongoing continuing education requirements.
— Ralph Thomas, CEO and executive director, New Jersey Society of CPAs
I learned that, more than ever before, there is a need for a forward-looking approach to how we do our jobs and run our organizations. Being agile and adaptive is very important, but they are reactive and being anticipatory is key. Risk is everywhere and not always predictable. Stakeholders demand leadership and clear communication. In the 21st century, the finance professional will have to fulfill that role to a greater degree than previously. And IMA needs to be there when our members, profession and society need us the most.
— Jeff Thomson, president and CEO, Institute of Management Accountants
I’ve learned to embrace disruption and the opportunity to pivot at a pace that would typically take years but is now only taking months. This crisis has accelerated our digital transformation and how we work with and deliver to clients to thrive in a virtual/hybrid future. Particularly now, as organizations determine how to exit a virtual-only environment and find their next normal, we are focused on leveraging the learnings we have from this time to reimagine a new work environment suitable to the evolving needs of our business and our people.
— Joe Ucuzoglu, CEO, Deloitte US
Automation is key and we’re further away from truly exploiting available technologies than we thought we were. Among other things, we need a much more effective, globally interoperable, way of identifying individuals and companies so that also highly regulated areas of business can be dematerialized globally. Cooperation among all stakeholders in commerce and trade is required if we want the world to really benefit from technology when it is really needed, and this will mean that governments and businesses need to work harder to find common ground and break down political, administrative and practical barriers.
— Christiaan Van Der Valk, VP, strategy, Sovos
Pause when needed and assess what is working and not working. Stop doing things that create extra work that you can’t align to a realistic outcome. Working to work doesn’t mean you are being productive. Be strategic with your time and work on the most important things.
— Amy Vetter, CEO, The B3 Method Institute
That disruption comes in many forms. We spent the past years pretending like change wasn’t coming as fast as people were saying. Suddenly we were forced to change and adapt like never before.
— Garrett Wagner, CEO/founder, C3 Evolution Group, C3 Advisory, C3 Financial
As home and work lives have been blended throughout the pandemic, one important lesson I’ve tried to emphasize with the team is it’s okay to not be okay and get help when you need it. It’s important that we care for our mental health and wellbeing during this time and I believe it’s an important conversation for our teams and industry. As we finished our half, we made a conscious effort to ask our sales leaders to take a day off. While this may seem counterintuitive, we wanted to make sure people were able to manage stress levels and could maintain a sense of work-life balance during these times. Throughout our wider organization, we also granted all of our employees one additional wellness day to take off and honor World Mental Health Day on October 10. While the pandemic has made it critical to find this balance, it’s a practice I believe we should continue advocating for and supporting so we can move from surviving to thriving in this new COVID-19 world.
— Tony Ward, president, Xero Americas, Xero
That we as people and professionals are capable of the change we once feared and need to embrace, and that when pulling together we are a very tight community ready to serve the public and each other.
— Cari Weston, director – tax practice & ethics, Association of International Certified Professional Accountants
How important it is to have a network of people you care about in your life. How much it means to have connections – both locally and globally who reach out during good times and bad. How important it is to care for our planet, ourselves, and everyone in our life.
— Geni Whitehouse, countess of communication, Brotemarkle Davis & Co.; Solve Services; Even A Nerd Can be Heard
I need to appreciate what once seemed like “little things” more. Things I used to take for granted -- going out to dinner, going to a Dodger game, going to the office, etc. -- will be thought of very differently when we return to normal. I’m also realizing the extent of my bubble. As the founder of a software company that is doing well during the pandemic, it’s not lost on me that I’m in a bubble and others are suffering much worse. My heart goes out to those who have lost their jobs and have contracted COVID.
— Mike Whitmire, co-founder, FloQast
That we are a very resilient and adaptive group of humans. We are in the midst of some massive change,and we are learning new lessons every day. We are changing the world,and while we feel anxious sometimes, we certainly are making the absolute best of it. I hear far more good than I would have imagined. Keep holding each other up,and we will get through this stronger than ever before.
— Sandra Wiley, president, Boomer Consulting Inc.
That there’s a whole life at home, in my house, that I have been missing. And that I’m not going to travel as much going forward so I can participate in more of it.
— Jennifer Wilson, co-founder and partner, ConvergenceCoaching LLC
During the early part of the pandemic the primary lesson was about the pace of life – that slowing the pace of family activities created a much stronger bond within our family. During the latter part of the pandemic (after the shelter in place), the primary lesson was the power of innovation in my business – that through intentionality and invention (in our case virtual learning and coaching models), the new normal can be better than the old normal. We are seeing this throughout our economy as businesses innovate around their circumstances. Some, unfortunately, are not positioned well to do this, but those that are able to do so are seeing advancements through the storm.
— Joe Woodard, CEO, Woodard
The pandemic has taught me the importance of flexibility. Many of us thrive on developing and following a plan (both in work and in life), but it is important to be able to adjust your plan when obstacles arise. It’s critical to focus on long-term outcomes; there is always more than one path that can lead to the same outcome, it just may not be the one you originally planned.
— Candace Wright, chair, Private Company Council
I’ve found that balancing the waves of emotion that have come and gone every day since mid-March is a challenge. And that a supportive family, home cooking, and meditation can get you through much of it.
— Jamie Yesnowitz, principal, state and local tax, Washington national tax office, Grant Thornton
The most important lesson I’ve learned from the pandemic is that humans need humans and human connections. We are all making do virtually, but the need to have face to face interaction is still valued and an important part of relationships. I’ve also discovered that being on video can be helpful and at the same time draining.
— Diane Yetter, president and founder, Yetter Consulting Services & Sales Tax Institute
The most important lesson that I have learned during the pandemic has been that there is no status quo. Our world has changed in ways that no one could have predicted, and on a scale that no one could have foreseen.
By being proactive in our thinking and planning regarding our organization's placement, we can see and better expect what opportunities and challenges might result from potential disruptions and act on them. The adage about necessity being the mother of invention holds today. Overnight, industry-standard conferences ceased to exist, and the networking and learning opportunities that were the real substance of these events vanished. Our industry needs to adapt. Through our business model, CPAacademy.org can capitalize on this unexpected shift brought on by the virus. Our practice has always been to lead through the curve via our innovative techniques. Now, in these uncertain times, we are helping our members and partners to do the same.
— Scott Zarret, president, CPAacademy.org
