September 24, 2024

Beyond the Basics

Mastering these three soft skills will help you take your accounting career to the next level

The accounting profession moves at lightning speed. Whether you’re an entry-level staff, a seasoned professional or a partner, you need to make an effort to stay on top of the trends, stay up to date with the latest accounting & auditing rules, regulations and standards; and comply with state board of accountancy licensing requirements.


But your training shouldn’t stop there. Even if you’re up to date with required continuing professional education (CPE) credits and can recall complex Professional Standards and Accounting Standards Codification guidance with your eyes closed, there’s plenty you can do to further your skills — and your career.


In a recent study by the Society for Human Resource Management, 97% of employers noted that soft skills were either as important or more important than hard skills. As professionals advance in an accounting career and the world becomes more digital, soft skills become increasingly important and can make the difference between two professionals competing for the same job, promotion or client.


Here are three key soft skills you and your team members should master in order to gain an edge in the marketplace:


Written communication skills. The way you communicate is seen as one of the most integral soft skills for CPAs and accountants. Solid writing skills will not only help you clearly convey technical information to others, but they can help you build client relationships and excel in client prospecting, negotiation and persuasion. One key to good writing for accounting professionals is mastering tone in written communication: You want to maintain a friendly and personable tone that makes the client feel valued. To sharpen your writing skills, consider having a writing expert deliver an in-house CPE presentation on professional writing; or avail yourself to some free writing courses available online or seek out a session on professional writing at an industry conference.


Critical thinking. Accounting professionals who not only look at the problems of the past and find solutions, but who can also anticipate potential problems before they can occur, will have an edge over others in the profession. When working to develop critical thinking skills, it’s important to question how and why processes are done the way they are and contemplate how they might be improved. Developing this type of skepticism will make it easier to ask the right questions and find the "why" instead of just trusting information at face value. To hone your critical thinking skills, try to keep an open mind when approaching a problem, find a mentor with whom you can hash out professional challenges; and keep up to date with professional training opportunities.


An executive presence. Accounting professionals who have strong executive presence are seen as future leaders, as confidence translates to an ability to manage a team or a large roster of clients. These individuals are also perceived as more knowledgeable or the subject matter experts (SMEs) in their field, as they ensure their ideas and suggestions are heard. One way to develop a strong executive presence is to take public speaking courses where you’ll learn to share your ideas with charisma and presence. Another is to speak at and/or regularly attend industry networking events, where you can hone your elevator pitch and get comfortable sharing your thoughts and ideas with authority and conviction. Developing an executive presence is one of the biggest ways you can elevate your career.

While you may be up to date on your required CPE requirements, take some time to sit down and create a plan for developing your soft skills. It will pay off in future dividends!

 

Collemi Consulting leverages nearly three decades of experience to provide trusted technical accounting and auditing expertise when you need it the most. We regularly work with CPA firm leadership to help them develop and deliver the right training programs for their teams. To schedule an appointment, contact us at (732) 792-6101.

 


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ADDITIONAL GUIDANCE: Since this blog was first published, the PCAOB released two new guidance documents. The Nov. 26 updates can be found here: An additional overview of the requirements of QC 1000 and staff guidance for firms about how to comply with the standard. This document provides additional staff insights on scope and applicability, responding to engagement deficiencies, and documentation for AS 2901, Responding to Engagement Deficiencies After Issuance of the Auditor’s Report. The Public Company Accounting Oversight Board (PCAOB) recently announced a new set of quality control standards designed around a risk-based approach. And there’s only one year to design and implement them. The PCAOB’s new QC 1000 standard is more than two decades in the making, as it replaces the quality control standards it adopted on an interim basis back in 2003 from the American Institute of Certified Public Accountants (AICPA). The new standard is intended to make independent registered public accounting firms significantly improve their quality control (QC) systems. QC 1000 applies to all PCAOB-registered member firms, with more extensive requirements for those that audit more than 100 issuer clients annually. It has been approved by the U.S. Securities and Exchange Commission (SEC) and goes into effect on December 15, 2025. The new requirements and the work required to implement them will be extensive, and the larger public accounting firms require external oversight of the QC system. Therefore, it is strongly recommended that firms do not put it off until the last minute. At its core, the new standard is intended to enable firms to identify their specific risks and design a quality control system including policies and procedures to guard against those risks. The overall goal is to establish what the PCAOB calls “a continuous feedback-loop for improvement.” In this, the new standard differs from the International Auditing and Assurance Standards Board’s (IAASB) International Standard on Quality Management No. 1 (ISQM 1) and the AICPA Statement on Quality Management Standards No. 1 (SQMS 1). An extensive but not comprehensive comparison document of the three standards may be found here, but is presented only as a reference tool. New requirements QC 1000 has requirements that do not appear in other QC standards. They can be more prescriptive or more specifically tailored to the U.S. legal and regulatory environment. There are 10 main areas in which the QC 1000 standards go beyond other, existing standards. These are: Evaluation and Reporting: QC systems must be evaluated annually and reported to the PCAOB. They must be certified by specific individuals with responsibility and accountability for the firm’s QC system. Governance and Leadership: Firms must create and maintain clear lines of responsibility and supervision. Larger firms must have outside oversight and a confidential complaint system. Ethics and Independence: Quality objectives must be tailored to the U.S. regulatory environment. Larger firms must implement an automated system for identifying securities investments that could impair independence. Monitoring and Remediation: QC 1000 divides monitoring into engagement and QC system levels. Engagement and QC deficiencies are defined, including requirements for their determination. Larger firms must (and smaller ones should) monitor in-process engagements. Quality Objectives: The firm’s personnel must comply with its policies and procedures Information and Communication: Quality objectives for communication with external parties are established at the firm and engagement level. Communication of the firm’s QC system’s policies and procedures must be communicated in writing. Resources: The firm’s personnel must adhere to standards of conduct. Policies and procedures must address both enumerated and circumstance-specific competencies. Mandatory training, licensure and technological resource requirements are established Risk Assessment Processes: Quality risks must be identified and assessed annually. Roles and Responsibilities: A single person must be assigned responsibility for each role and responsibility in the QC 1000 standard. Documentation: With respect to the QC system’s operation, documentation that allows an experienced auditor to evaluate the operation of quality responses must be provided. Documentation must be retained for at least seven years. That’s not an exhaustive list, but it does give an indication of how much work will be involved. And it’s happening at the same time as the AICPA extensive new Statements on Quality Management Standards (SQMS) requirements are coming into effect . Collemi Consulting leverages nearly three decades of experience to provide trusted technical accounting and auditing expertise when you need it the most. We regularly work with CPA firm leadership to help them reduce risk and maximize efficiencies. To schedule an appointment, contact us at (732) 792-6101.
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