By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 22, 2026 | 24-minute read TL;DR — The Short Answer An accounting firm mentoring program should help employees interpret experience, develop professional judgment, navigate career decisions, build relationships, and prepare for greater responsibility—without making the mentor
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By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 21, 2026 | 23-minute read TL;DR — The Short Answer A tax manager development program should build three connected capabilities: reviewing returns and risk, coaching people so quality improves before the next review, and leading clients
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 21, 2026 | 20-minute read TL;DR — The Short Answer Accounting onboarding KPIs should show whether a new hire is producing more useful work, with fewer avoidable corrections and less manager rescue, while progressing toward clearly
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 21, 2026 | 18-minute read TL;DR — The Short Answer Client Accounting Services training should build three progressively harder outcomes: staff who can close the books accurately, explain what changed and why it matters, and advise
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 20, 2026 | 24-minute read TL;DR — The Short Answer Accounting managers should hand off work when another employee can own a clearly defined outcome within approved authority; review work when risk or development requires independent
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 20, 2026 | 24-minute read TL;DR — The Short Answer A CPA firm has key-person risk when a critical client relationship, technical conclusion, review responsibility, workflow, system, deadline, or business decision depends on one person and
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 20, 2026 | 21-minute read TL;DR — The Short Answer Accounting training ROI should measure whether development changes work—not whether employees complete courses. Calculate the full cost of training, then measure the financial value of manager
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 17, 2026 | 24-minute read TL;DR — The Short Answer Scenario-based training helps accounting staff build judgment before client work by placing them inside realistic decisions, incomplete information, competing priorities, client reactions, and escalation moments—without putting
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 17, 2026 | 22-minute read TL;DR — The Short Answer Client communication training for accountants should teach staff to move through seven capabilities: prepare the facts, listen for the real business issue, ask diagnostic questions, interpret
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CPA Firm Capacity Planning Template: Calculate Workload, Review Bottlenecks, and Hiring Needs
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 17, 2026 | 23-minute read TL;DR — The Short Answer A CPA firm capacity planning template should calculate demand and usable capacity separately for preparation, review, manager judgment, client leadership, and specialized work—then identify the first
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