I've been to two Practice Management Workshops since I started with Sterling in late 2005. Both have definitely helped. I've learned more in the seminars than I could have ever anticipated, data that explained much that I sensed, but couldn't define, such as what a "quality client" is and is not.

Case in point. Years back, my ex-partner bought a supposedly "high quality" client to the practice. The trouble was that this "high quality" client was very rude. He cursed at the staff. He wouldn't give us the figures we needed to do his work. At the time we had a highly skilled and valued associate who wanted to get rid of him. My then-partner wouldn't hear of it. The result? Our prized associate left out of sheer frustration. The very rude client stayed, used our services, abused our staff, complained loudly, left without paying and filed for bankruptcy. If we'd known the workshop information cold, we'd never have gotten into that position. That's why when one of my staff wants to fire a troublesome client, I smile and say, "Sure." My people know our clients better than I do because they meet them more often.

I've gotten many new ideas that clarified issues for my staff and me, such as, "What is top quality service?" and "What is really taking great care of a client?"

The "How to Manage By Statistics" seminar really helped, especially after I talked with other CPA's who've been with Sterling longer than I have. They were very helpful in discovering what statistics I should keep for my practice and gave me ideas on how to bring more clients into the practice.

Live seminars, plus talking with other Sterling clients who've been using the data for years, form an unbeatable combination. I could never have gotten that combined experience by staying at home.

The seminars have helped everyone in the office become aware of the fact that we have to increase our office productivity. It's our life's bread. For this to happen, we need everybody on the same page. That's one reason I like the way the seminar leaders present the data. They give such great stories and real-world examples, stories so real they could be taken from the lives of my staff or their friends. I can use these stories to interest more of my staff in setting aside their normal duties and weekend routines to go to workshops once or twice a year.

At one workshop we discussed how to bring more new clients into the practice through public relations and marketing. As a result, we're now mailing things to help maintain our relationships with existing clients, and to get them to send us new clients. We've gotten into surveying our existing and potential clients to refine our understanding of their needs and wants.

Staff who have attended workshops have gotten the opportunity to interact with staff from other practices who've used the management tech longer than they have. They've seen what issues others in similar positions at other practices have already run into, and how they've used the tech to successfully handle each. There's no other way they can add this dimension.

We're at about $490,000 now, not as big as we can or will be once our public relations and marketing are in full swing, but not bad either, considering the expenses of Sioux City, Iowa are much different than New York, Dallas, or LA.

As we expand, we'll be taking on new staff as needed. The data from the seminars will be there to help us do it right. The information on the tone scale will make interviewing a job applicant a fascinating experience. I'll ask them what their favorite movie is, and why they like it. By the time they're done explaining, I'll have a pretty good idea of their tone and whether they'll be good employees and team players or not. I got that idea from a workshop.

My employees need to know the technology we're implementing much better than I can explain it. They need to perform the practical exercises found only in those workshops. They need to find real examples of how it applies in the real world. They need to know what it is, how it works in their world, how one piece of technology aligns with other pieces, how all the pieces fit together, and how to use what they've learned in their private lives. Practice Management Workshops are a vital part of that program.

Terry Lockie, CPA