In 2011, the New York Times published an article specifying the top 10 reasons small businesses fail. Number 4 on the list was ‘poor accounting’. The thrust of the theory is that an external accountant cannot keep a watch over the business; business requires an internal interested professional to perform that function. Read the full…
ARTICLES FROM COVID-19 HUB
ARTICLES FROM ACCOUNTANCY SA
Inevitably innovation challenges the typical ways of doing things and regulation always seems to lag progress. How can we balance protecting personal identification information with the opportunities offered by blockchain? Read the full article here.
Flourishing organisations have an amazing ability to harness energy for growth, through their culture and people. They also have energy in reserve for tough times. How are we able to work with energy and notice what increases and depletes energy? Read the full article here.
The Q&A session is a unique opportunity to entrench your professionalism, showcase your expertise, and re-entrench the key principles within your talk. Below are Q&A scenarios with advice on handling it. Read the full article here.
There is a lot of negativity around us. People feel negative, talk negative and do negative. Newspapers, television and social media are flooded with negative stories. How can we stay positive in a Financial Consultant & Coach world filled with negativity? Read the full article here.
Your stars do deserve star treatment, but there is a rational, data-driven, and fair way to provide it, which will minimise perceptions of a rigged or nepotistic culture in your team or organisation. For sure, having no approach. Read the full article here.
In my coaching work with leaders and teams, I often ask my clients whether they engage in workplace gossip. More often than not, they respond, ‘of course not!’ with a look on their faces that indicates that they are insulted to have been asked such a question. Read the full article here.
A root cause of resistance to change is that employees identify with, and care for, their organisations. People fear that after the change, the organisation will no longer be the entity that they value and identify with. Change leadership that emphasises what is good about the envisioned change and bad about the current state of…