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24.0 Credits

Help more experienced staff develop the non–technical skills needed to make their organization more profitable by improving their ability to manage multiple engagements profitably, communicate with staff, partners/owners and client/customer personnel and recognize and deliver value–added services.


To help more experienced staff develop the nontechnical skills needed to make their firm more profitable by improving their ability to profitably manage multiple engagements, communicate with staff, partners, clients and recognize and deliver value-added services.


Major Topics

Expectations of the Supervisor

Participants develop an understanding of the criteria for performance of supervisory personnel in CPA firms and learn why supervisors must perform significantly different functions than less experienced staff. Participants’ attitudes about their changing role in the firm are discussed, leading to an analysis of the supervisory function.

Managing Self and Priorities

Participants are introduced to techniques that are designed to help them balance their life and work. Self-tests are used so that participants can determine how they currently use their time, their delegation ability, and their work/life balance. Exercises and cases illustrate and provide hands-on application for such activities as goal setting, prioritizing, organizing the work space, limiting interruptions, learning to delegate, and utilizing assistants’ time efficiently.

Improving Communication Skills

Cases and exercises are used to help participants learn the different ways supervisors communicate and how to be more effective communicators. For example, two-way communication, developing good listening habits, non-verbal communication, and acting as a role model are all explored.

Human Motivation

The purpose of this session is to help participants understand their own, as well as other people’s needs, as a way to accomplish their goals and those of the firm. Participants learn about and obtain practice in applying basic motivational techniques. Significant time is spent discussing motivating younger staff and the supervisor’s role in helping their firms retain higher-quality staff. Self-tests are included so participants can identify managerial styles as well as potential for change. Cases are used to relate skills to practical situations including supervising assistants, dealing with partners, and resolving conflicts.

Supervising, Evaluating and Coaching Staff

This session focuses on the supervisory skills needed for proper delegation to assistants, effective on-the-job training, meaningful performance appraisals, and effective staff coaching. This section addresses the reasons for the many differences in assistants and how to deal effectively with staff with different needs. Skills are practiced during in-class exercises using case studies and role plays that emphasize difficulties public accountants face in supervising assistants.

Helping Your Organization Grow 

This session begins by emphasizing three ways organizations grow: keeping existing clients satisfied, expanding services to existing clients, and getting referrals from clients and contacts. Cases and discussion are used to show participants ways to help their company or firm grow. Participants are encouraged to learn how to effectively market these services to existing and prospective clients.



Advanced Preparation


This course will be facilitated as a small group (under 25), through Zoom, with participants across the country.

NASBA Sponsor #: 103010