Throw
the Bums Out, But not My Bums
By Gary Thomson, Andersen Alumnus and currently a Managing Director at Thomson Consulting
The phrase “throw the
bums out, but not my bums” is most related to politics. We’re ready for a body of elected official to
change, but my person, they’re not the problem.
There’s great passion about change, just don’t make it uncomfortable for
me. I’m not suggesting we have “bums” in
our firms, but we have situations that resemble the context of this phrase.
Let's talk about a scenario that unfolds all too
often in the world of CPA firms, and it's about how partners and leaders
approach change. Picture this: There's a buzz of ideas and plans for change in
a strategic planning meeting or partner retreat. Everyone seems on board,
nodding in agreement, maybe even championing change. But then, as the dust
settles, you hear whispers like, "Well, I don't really need that, but it's
great for the others. My way or my process
is better, let the “bums” adopt to changes, not me." Sound familiar?
This kind of talk sends mixed signals. On one
hand, there's vocal support in the moment of decision-making, but on the other
hand, there's a quiet step back when it comes to embracing these changes. This
passive-aggressive resistance sends the message that some feel they're above
the decisions the firm has collectively made—even if they were part of making
those very decisions!
. It’s not often I see vocal and aggressive
resistance once a leadership group has initiated change. However, encountering someone who's passively
resisting change? Now, that's not uncommon.
So, what does it mean to embrace change and adopt
a "firm-first" mentality?
It's about being open to adapting, even when the
changes might not seem to benefit you directly. It's recognizing that if it's
good for the firm, you're on board to support and implement solutions.
It means having a predisposition toward accepting
and adapting to change rather than looking for excuses to reject or resist
it. This includes being a vocal advocate
of and being positive in demeanor about the change.
It's about not being complacent. Embracing change
is essentially embracing growth, pushing beyond the comfort of the status quo.
It can sometimes be hard for leaders to want to
embrace change when it doesn't directly benefit them. Having a
"firm-first" mentality isn't just beneficial; it's essential. What's
best for the firm ultimately benefits everyone involved. Here are just a few
reasons leaders should embrace the change:
It builds trust within the organization. When
leaders show they're willing to adapt, even when it's not convenient, it
strengthens the team's faith in them.
It nurtures a positive culture, as opposed to
eroding it. Leaders who embrace change encourage a culture of growth and
adaptability.
It sets a powerful example for future leaders,
showing that success is about looking beyond personal preferences for the
greater good of the firm.
Supporting decisions, even those you weren't
directly involved in making, is crucial. Different governance structures mean
not everyone makes every decision, but all leaders should stand behind the
firm's choices. And, when you are given the opportunity to participate in
decisions- speak up! However, once the decision is made, it's time to commit to
being "all in."
As leaders, our focus should be on being
solution-oriented—thinking about how to communicate and implement changes
effectively rather than resisting change for the sake of resisting change. It's
about leading by example, embracing change, and putting the firm first because,
in the end, a thriving firm means success for all its members.
If I can help you or your firm with change management feel free to reach out to me gary@thomsonconsulting.com