What do high labor costs, succession planning and client expectations have in common? Answer: They are all huge challenges facing the accounting profession. Large numbers of corporate and firm executives quickly are approaching retirement and many will leave in the next 10 to 15 years. The challenge is clear: Firms will have to find highly skilled replacements for their senior professionals. The solution: Recruit, retain and promote top talent.

The advancement of women is critical to these goals. Yet, despite the large number of women who enter the profession every year, relatively few have advanced to the level of partner, senior executive or corporate board member. That will have to change. It’s no longer a question of addressing women’s advancement because of fairness: It’s become a business imperative.

In the last decade, a number of firms and companies began to consider ways to address this issue. Many analyzed the situation, developed plans and evaluated the outcomes. Leaders found the key to success was to show how the advancement of women benefited the organization to underscore its strategic importance to everyone. Firms with successful plans typically see the following benefits:

Reduced costs. Organizations that retain and promote a significant portion of their talent pool minimize the need to compete for experienced talent in a costly labor market.

Improved succession planning. Many firms reevaluated their selection process to identify candidates for special development programs when they realized women were receiving few invitations. They understand the need to invest in professional development, cultural change and strategic plans that prepare the next generation for leadership. They identify future leaders earlier in the process and provide them with the professional development opportunities they need to excel. Drawing from a larger, more diverse talent pool gives leaders and participants a better understanding of the issues and personal challenges they will face and results in new and creative approaches.

Enhanced relationships with clients and customers. Business owners and stakeholders in our diverse economy demand their leadership teams and outside professionals reflect the diversity of American culture and global business. Management appreciates seeing a team that represents the community, and sees the benefits of new ideas and approaches offered by teams that reflect the demographics of the community.

There is a measurable business case for women’s advancement and it’s a persuasive one. Firms that focus on the promotion and development of women and minorities not only see immediate benefits but also prepare for coming challenges. Firm leaders who recognize the value of addressing women’s advancement aren’t just doing what’s right, they’re preparing for tomorrow and doing what’s smart.

—Nancy R. Baldiga, CPA, associate professor and chair,
department of economics, College of the Holy Cross, Worcester, Mass.

W e hear a lot in business about the importance of the tone at the top in motivating people to do the right thing. What leaders do (not just say) is a defining factor in how the rest of the organization behaves. The right tone is essential not only in setting ethical expectations, but in helping people understand the organization’s priorities.

A top priority at Ernst & Young LLP is retaining and developing our talented and experienced women. With Ernst & Young’s strategy based on people and quality, it makes all the sense in the world for us to focus on growing and advancing women. We are meeting not only our commitment to inclusiveness, but also the demands of our clients, who increasingly tell us they expect to find diversity at the table.

So retaining and developing women just makes great business sense. For Ernst & Young it has paid significant, measurable dividends. A couple of years ago, we created a “flash report” of the benefits from our efforts to retain female client service employees. We found our efforts translated into savings of about $10 million a year—money that otherwise would have been spent recruiting, training and developing new talent.

There are two major reasons for our success in developing and promoting women. First, we focused on providing our women (as well as the men) with the flexibility they need to fulfill their commitments outside the office while succeeding in their work. Second, our engagement in women’s careers has sent a clear message that we believe in them and are ready and willing to invest in their advancement, and they can succeed with us. A recent research report cofunded by Ernst & Young confirmed that not only is flexibility key in keeping talented women on the road to success, but so is active support of their career goals.

Getting the buy-in of senior leaders is not enough—their ownership also is critical; that means not just the support of male leaders, but their involvement and continual innovation. We’ve seen that at Ernst & Young, and from my vantage point as the executive sponsor of our firm’s inclusiveness efforts, I believe it has been essential to our success in developing and retaining women.

An innovator among our senior leaders is Paul Bader, Americas vice-chair/transaction advisory services. While he was New York area managing partner, he created an in-house “Career Watch” program. It ensures top-performing women are assigned to top clients, business development opportunities and projects, and get the opportunities they need to grow and excel—not on the basis of work schedules but, instead, on performance and talent. Reduced workweeks should mean a smaller workload and proportionate pay, but not less interesting work.

Another advocate of women’s development is Michel Lanteigne, who led Ernst & Young’s tax practice in Canada until his retirement. He encouraged women team members to make presentations to senior management, letting them take center stage to showcase their abilities and hone their skills. Currently more than half of the Canadian tax practice leaders are women; two of the three regional tax practice leaders are women; and Michel’s successor as tax managing partner for all of Canada is a woman.

David Alexander, our Southwest area managing partner in Dallas, also dedicates serious time to advancement issues. He attends two all-day sessions annually in which people with supervisory duties examine whether the career advancement needs of every female minority manager and senior manager in the geographic area are being met. He also meets twice a year with the area’s principals, partners and directors to discuss women’s issues and vigorously promotes Ernst & Young’s professional women’s network events.

These are just a few of the male leaders who not only support but also innovate and lead our efforts to create the right environment for that advancement.

If all of us work hard to help women and minorities find their place in all our organizations, everyone will prosper. I firmly believe in that—not only as the right thing to do, but also as a business imperative.

HOW TO SUPPORT FEMALE TALENT
Ask women and minorities for their points of view—with the goal of more frequent and candid conversations on a variety of topics.

Don’t assume that a woman with young children won’t or can’t travel.

Don’t assume “what kind of person” a client will want on a project.

Encourage managers to put together diverse slates of names when they are assembling teams.

Offer honest, timely and constructive feedback to women and minorities so they will recognize their development needs.

Become a role model and mentor. Talk about the ideals of flexibility and diversity and do things that are consistent with what you’re saying. If you get a new insight about flexibility or diversity, share it with others—especially male colleagues.

Invite women and minorities to go with you in a variety of professional settings. Offer them chances to make presentations and meet influential people.

The Track Record In 1996, 5% of Ernst & Young partners were women; today women make up 13% of the partner level—an increase of 160%. In 1996, 30% of Ernst & Young managers and senior managers were women; today women make up 39% of those management levels.

One of the biggest evolutions in the accounting field’s 100-year history is the presence of women in the profession. As of 2003

42% of full-time CPAs were women.
Almost 6 in 10 (59%) of the staff in entry-level positions were women.
Almost 1 in 5 partners (19%) and 4 in 10 (38%) senior managers were women.

Despite these numbers, women still lag behind their male counterparts in leadership positions. As firm partners retire over the next 10 years, it will be critical to prepare for the leadership losses by developing women for these roles. Initiating the growth of women is a shared responsibility between firm leaders and managers on the one hand and women themselves on the other. Each has a defined role.

THE FIRST FIVE YEARS
Women
Build your core accounting skills and work to become a process leader. Learn the business, the field of practice and how best to work and communicate with a diverse set of people across all levels of the organization. Begin honing your industry knowledge to set you apart from your peers and to develop more effective and efficient approaches to your client engagements. Most important, work on completing your CPA exam by your second year.

This also is a great time to identify a mentor one to two levels above you to guide you through those unwritten and often complex organizational rules not taught in accounting classes. A mentor of either sex is appropriate, because building your core accounting and business competencies can be learned from any great leader.

Firms and managers
Let new employees know they are expected to perform well immediately and hit targets. Regular on-the-job coaching keeps employees of both sexes working most effectively for the organization. Actively manage employee talent by weeding out poor performers and identifying rising stars of both sexes, and support the establishment of a mentoring program.

STAFF LEADERSHIP
Women
Being a firm leader requires management experience, so seek opportunities to build a team to follow in your footsteps. Delegate and empower a group to accomplish much more than you could as one individual. Coach and prepare individuals to succeed you to make your transition into a new role smoother for both clients and your team.

Firms and managers
Cultivating and expanding the abilities and skills of females will allow you to more fully develop your human resources capabilities at a time when no company can afford to ignore a single source of competitive advantage. Offer assignments that stretch the skills of talented people to accelerate their growth.

PROFESSIONAL GROWTH
Women
Once you’ve demonstrated success in developing both your core skill sets and your team, turn your career vision outward and participate on an industry committee that focuses on the service niche you’ve developed. Get involved on task forces or projects and seek out leadership positions, such as serving as a committee head or accepting speaking assignments at conferences.

Firms and managers
Take note of performers who are increasing visibility for themselves and the firm through professional organizations. Look for ways to align the advancement of women with your business agenda. For example, joining women’s networks could bring in women business owners as clients. Harness performer talent—or risk losing it.

PRACTICE LEADERSHIP
Women
It is critical to understand the strategic direction of the firm and your role in its growth. Continually update and revise your career plan. Get a professional coach for an honest perspective on where you need to improve your skills.

If you want to be a leader, make yourself highly visible. Write articles, participate in media interviews, volunteer for leadership roles in firm initiatives and make internal and external presentations. Focus on improving yourself in areas where you need development for leadership roles.

Firms and managers
Create an environment where flexibility doesn’t bring career penalties. Research shows both women and men will take advantage of workplace flexibility programs.

There is no magic bullet to propel women forward; it takes hard work, dedication and commitment. Creating an environment where women want to work benefits all employees and positively affects the bottom line. Preparing for the future is critical—our profession depends on it.

—Anita Baker is principal-in-charge of benefit services firmwide at
LarsonAllen, Minneapolis

Do men and women really differ in the way they lead? Absolutely. But while most of us easily recognize and appreciate the differences in our personal relationships, it is not always so easy to see them in the business world. Yet, with more women in management roles today, it is important to understand the differing dynamics of male and female leadership styles and to use them to foster more productive work environments.

According to Vangela M. Wade, an attorney and certified diversity management practitioner with the Wade Group of Jackson, Miss.: “Perhaps one of the most influential factors on male and female leadership styles is communication style, which is derived from a distinct gender culture. Research indicates that men and women communicate in vastly different ways, which surpasses personal relationships and extends into their professional communication styles. For example, generally, men tend to communicate in a hierarchical, goal-oriented style, viewed as authoritative, decisive and efficient. On the other hand, women, generally, tend to communicate with a focus on process and the engagement of others in reaching goals and making decisions.”

Wade says these two distinct styles often affect how successful male and female leaders are perceived in today’s business and professional arenas. “Our society expects male leaders to be aggressive, authoritative and stern, but fair and decisive in their judgments and decisions. However, women with the same leadership or communication styles are sometimes said to be too emotional, difficult to work with or for and too aggressive. Even women subordinates sometimes find it difficult to work for women leaders with what is viewed as a ‘masculine’ style. Generally, women are more comfortable communicating with other women in a level, ‘dead-even’ style—even at differing levels of authority.”

What one sex sees as a strength may be viewed as a problem or weakness by the other. Listening and acknowledging are important traits to women, but they can be tiresome to men. Men tend to make decisions faster than women and to be more aggressive, which can be frustrating to women because women are more willing to ask questions and seek input from others.

Nonverbal communication does not always have the same meaning for women and men either. An act as simple as the nod of a head can have a different meaning; women nod to show they are listening while men nod to show they agree. It is important to recognize and work with these differences.

The best leaders of both sexes recognize the need to blend authority with empathy, and aggressiveness with encouragement, Wade says. The key to good leadership is knowing when to use the communication style that is most effective for the situation and the people involved. When a situation requires immediate decision and action, the hierarchical communication style is most appropriate. But in situations without an immediate deadline, it is generally most productive to obtain input and buy-in from those who will ultimately have the responsibility of action.

Good leadership is not male or female; it is simply good leadership. Successful leaders adapt to meet the needs of a particular situation. They empower an organization to attract and retain the most talented employees, to optimize growth and productivity, to attract and retain clients and to maintain a better quality of management. And, perhaps most important, they are the models for the people who will become tomorrow’s leaders.

—Angela L. Beasley, CPA, is a senior manager with Horne LLP in Jackson, Miss.

Burned out—or balancing tasks well? Are you juggling multiple tasks every day and exhausted from the demands of your personal and professional life?

Perhaps it’s time for a schedule that provides more opportunity for work/life balance. There may be times in your career when an alternative schedule provides the support you need to manage life’s challenges. Use flexible work arrangements and support them throughout your organization.

Focused on today’s tasks—or on the future? Are you always busy with a to-do list?

Consider your goals, understand what it takes to accomplish them and then set aside time for the tasks that are tied to your career. Don’t get so wrapped up in today’s tasks that you neglect the important personal and professional development and networking opportunities that are essential to your future.

Conventional—or creative? Are you willing to think about things from a different perspective?

People who have advanced to the most senior positions at their firms often are the ones who offered new solutions to business problems. Fight the urge to do things the way they have always been done and let your creativity bring you the recognition you deserve.

Isolated—or engaged? Are you making the most of your relationships with clients, colleagues, protgs, mentors and family?

Despite the fact that accountants constantly work with people, it’s easy to feel isolated. The demands on your time may be so extensive that you may wonder whether you can spare any time to spend with others. Recognize that much of the success in accounting results from building relationships.

Behind the 8 ball—or leading the pack? Are you so worried about getting the job done that you’ve lost sight of the bigger picture?

It’s likely your organization is looking to identify the next generation of leaders. Involve yourself in programs and important projects that allow you to develop and demonstrate leadership skills.

—Nancy R. Baldiga, CPA, associate professor and chair,
department of economics, College of the Holy Cross, Worcester, Mass.

Present a positive role model. Take a good look at the image you project.

Recognize the value of the whole person. There’s more to success than the number of hours billed or promotions earned. Balance your professional and personal goals. Take advantage of flexible work arrangements that allow you to succeed in all of life’s arenas.

Open the door to networking and professional development opportunities. Participate in programs that expand your skill set. Attend networking events to develop relationships that may yield potential clients or opportunities.

Make the most of your mentoring relationships. Look for a mentor who is a good listener, understands what it takes to get ahead, recognizes individual strengths and weaknesses and is a good coach. If you possess these skills, volunteer yourself.

Offer to get involved in critical projects. Successful professionals seek out high-visibility, mission-critical projects that bring recognition. Don’t limit yourself to routine work; take a risk.

Take your ideas to the top. How many times have you had an idea for a way to improve things in your organization? Accountants are natural problem-solvers. Propose your ideas to the leadership team.

Enjoy yourself. Don’t spend time regretting your choices or feeling guilty. If you decide to reduce your hours and work part-time, don’t worry about the time you are away. If you choose to spend time with family, make the most of it. Cherish your friends, love your family, enjoy your hobbies and take care of yourself. Your career is one part of your life, but it’s not the only way to define your success.

—Nancy R. Baldiga, CPA, associate professor and chair,
department of economics, College of the Holy Cross, Worcester, Mass.

"Staffing Update: Issues, Trends, Initiatives"

Color Barriers

September 2005

A two-part survey—conducted by Catalyst in 1998 and again in 2001—of African American, Hispanic and Asian American women in corporate management, including accounting firms, revealed both positive and negative trends. On the positive side, respondents said they

Experienced positive career growth.
Employed several key strategies to succeed—with great emphasis on the importance of networking and mentoring.

Yet they
Moved out to move up.

And they were
Less hopeful in 2001 about their career prospects than they had been in 1998.

Barriers to Advancement for Women of Color
The study concluded that companies must create open, more inclusive work environments if they want to retain women of color as managers. In both studies women of color cited the lack of support mechanisms they perceived in their companies.

How Managers and Management Influenced Retention
The study identified three factors that “predicted retention” of women of color:
The quality of their relationship with managers.
Management’s role in diversity efforts.
Openness in the work environment.

The study concluded that when women of color perceived that upper management and their supervisors were committed to diversity and they experienced high-quality relationships with their direct managers, they were likely to view their work environments quite favorably.

Catalyst is an independent, nonprofit research and advisory organization working with businesses and the professions to build inclusive environments and expand opportunities for women at work. It has offices in New York, San Jose, Calif., and Toronto.

"Staffing Update: Issues, Trends, Initiatives"

Not Your Fathers CPA Firm!Mary Kay Humfeld talks about a new employment model.

By Marianne Heard

September 2005

Today’s CPAs come from very diverse backgrounds and have very different expectations from the employees of a generation past. Students and new hires in the accounting profession have made it very clear they value balance in their lives—and workplace flexibility is a necessary component. Workplace flexibility, once considered a female issue, may have been only the canary in the coal mine in the past. But in today’s world, the desire to find a work/life balance is gender-neutral and actually may be a generational theme.

In a 2002 Catalyst study of men and women aged 25 to 35, 37% of respondents said they used flexible arrival and departure times and an additional 46% said they wanted this option; 6% worked a compressed workweek and 67% said they wanted to do the same; 17% telecommuted and 67% hoped they could; 4% worked reduced hours, 36% said they wished for the same option; and 4% had had a leave of absence, which another 43% wanted.

Smart organizations and associations are addressing the needs and expectations of employees and implementing flexible work arrangements. In May 2003 the first Work/Life Conference held by the AICPA, the American Woman’s Society of CPAs (AWSCPA) and the American Society of Women Accountants (ASWA) brought together a diverse group of accounting professionals to discuss flexibility in the workplace. They discovered that work/life programs and policies were not luxuries.

Deloitte & Touche conducted a study of why women were leaving and found it was to go to more flexible firms—unfortunately for Deloitte & Touche, they took their training with them.

It’s generally agreed that it costs 150% of a person’s salary to replace a good employee.

Employee dissatisfaction has a negative impact on a firm’s bottom line. In 1999 workplace stress cost American business $3 billion, and that figure continues to rise. Kathy Lingle of the Alliance for Work/Life Progress says, “Researchers have found that people who have little control of their work life have a 70% higher risk of dying from heart disease than those who can decide what they will do and when.”

Studies show that as employee satisfaction and loyalty increase, so do service quality and value. Customers and clients react favorably to employees who are satisfied. Even more telling is that 73% of Fortune magazine’s “100 Best Companies to Work For” had higher-than-average return on investment.

A recent study by Sears found that a 5% increase in employee satisfaction led to a 12% increase in sales.

Cutting-edge firms are recognizing these facts. Many now are putting together business plans that include flexible work arrangements and setting goals to become the “employer of choice.”

But change is difficult. Many decision makers have built very successful practices using old accounting employment models in which face time is key and 80-hour workweeks standard if people want to advance. Such decision makers may be reluctant to embrace a model that is significantly different. However, as Tom Meador, CEO of American Express Tax & Business Services Inc. (TBS), says: “The metrics will force change. We must balance the needs of our employees, the needs of our clients and the needs of our shareholders.” Satisfied and loyal employees go a long way toward making this balancing act work.

In the last decade those wanting to advance their careers used informal rather than formal flexible work arrangements. Linda Bergen, CPA, of Citigroup says while she was in public accounting she used the accumulated overtime of busy season to take care of her children in the summer. Respondents generally believed that formal arrangements still could negatively affect a person’s career path.

In a survey conducted by TheLadders.com , 62% of men in top income brackets said they would put their careers on hold to become stay-at-home dads.

We are now on the cusp of a new employment model. Progressive firms are discarding rigid career paths. Technology allows us to work virtually anywhere, anytime. Several of the top- and middle-tier firms give employees the opportunity to take leave for a period of time and then come back into the firm at their same level. TBS calls this the “Time Out for You” program. Bergen’s informal summer model now has become a formal model called the modified work arrangement or teacher model and top management in many firms is pushing its acceptance. Firms are holding seminars and educating their top decision makers. Over time output will be more valuable than input. Value to the firm no longer will be measured by the amount of face time or billable hours but rather by productivity and the quality of the work product.

Our profession is changing on many fronts. The change to a more flexible employment model can make better employees, better managers and ultimately more satisfied performers. These arrangements are a true success story of our generation.

—Marianne Heard, CPA, director, Boston region,
American Express Tax & Business Services

"Staffing Update: Issues, Trends, Initiatives"

Flextime to the Nth DegreeDeloitte’s long-term leave program keeps alumni connected.

By Mai Browne

September 2005

After her twin boys were born in February 2004, Ann Donaghey decided to take an extended period of time off from her job as senior manager in the tax practice of Deloitte & Touche LLP’s Chicago office. Although she had been on a successful flexible work arrangement and had been promoted twice in the last six years, she found the arrival of the twins added too much to her juggling act; leaving Deloitte seemed the only alternative. Then, last June, Donaghey learned about Deloitte’s Personal Pursuits program, which allows employees who leave the workforce for up to five years to stay connected through a mentor and training opportunities. She immediately signed up. “Personal Pursuits is giving me the opportunity to be there during an important time in my children’s lives, while leaving the door open to return to Deloitte when I’m ready,” she says.

Personal Pursuits provides a host of resources to keep participants connected, skilled and up to date, including training, mentors, networking events, short-term work assignments, career coaches and resources to maintain professional licenses and professional association memberships.

Taking years off to care for children no longer means giving up career goals; Deloitte is bolstering and designing flexibility programs with the goal of retaining valuable employees like Donaghey.

“We recognize that some people in our profession are compelled to leave the workforce during the course of their careers for personal reasons,” says Cathy Benko, Deloitte Consulting LLP’s technology sector leader and national managing director of its Initiative for the Retention and Advancement of Women. “Personal Pursuits allows eligible employees to exit from the work track without breaking their ties to us or losing the skills and networks they’ll need when they’re ready to return. Helping our people meet their personal and professional goals is part of our continuous effort to build a culture where the best choose to be.”

In addition to boosting retention, the program helps Deloitte reduce the high cost of turnover. Deloitte estimates the cost of replacing an employee is at least two times salary. Personal Pursuits costs about $2,500 per year per participant, a small price to retain an employee with a strong track record.

Currently, 28 male and female alumni from 19 cities are participating in a pilot run of Personal Pursuits, which Deloitte plans to expand in 2006. In addition to people who want to spend more time with their young children, participants include some who are taking care of elderly relatives or serving in the community. “It’s great to have this program because it gives me more choices and options,” Donaghey says.

—Mai Browne, senior manager, national public relations at
Deloitte Services LLP, New York

 

More Mothers Are Staying Home According to the U.S. Census Bureau, the percentage of new mothers who work fell to 55% in 2000, continuing a steady decline from 59% in 1988. Source: Deloitte Development LLC.

But They Plan to Come Back 84% of Generation X (25 to 35 years old) stay-at-home moms say they may return to work. Source: Deloitte Development LLC.

The Business Case for the Personal Pursuits Program AEstimated cost of losing a valued employee = $150,000 Estimated annual cost of a Personal Pursuits participant = $2,500 Source: Deloitte Development LLC.

Since 1986 more than 50% of accounting graduates have been women vs. just 10% in 1970. Much of this impressive progress is due to noteworthy women and their contributions to their employers and to the profession.

Be True to Personal Values

“The ability to focus on true priorities in life (not the ‘status’ that one has from a career) is so important and yet it often is very difficult if not impossible to do.”

Shirley Cheramy was the first female managing partner of a “Big Eight” firm. “The partner who appointed me was totally unaware no other woman had ever held a similar position. He said he chose me for the ‘right reasons’ and not because I was a woman.” A 1970 University of Washington graduate, she joined Price Waterhouse, Seattle, and in 1990 became the first woman to be a managing partner of the Century City, Los Angeles, office. In 1994 at age 46, Cheramy retired to Wyoming and is currently active in nonprofit organizations.

Speak Out, Move Up

“Make sure you are proactive in seeking challenging assignments that provide visibility and then don’t be shy about making your accomplishments known.”

Lissa Perez is a Deloitte & Touche partner and Tennessee practice leader for the enterprise risk services group. The 1991 Miami University graduate successfully handled international assignments, spousal job relocation and three children by a willingness to be adaptable, using flexible work arrangements and having self-confidence. Perez says women in general are not good about “tooting their own horn” and tend to focus on the project at hand, believing that if they are successful in completing it, their work will speak for itself.

“Can-Do” Attitude Works

“The greatest challenge for anyone, male or female, is to believe in his or her own ability to ‘do it all.’ ”

Julie Floch of Eisner LLP in New York became an audit partner in 1998. An avid fitness, music and dance enthusiast, she cites helping to start Eisner’s not-for-profit practice as her greatest professional accomplishment. It enabled her to combine her arts background and love of the not-for-profit sector with her “day job” of accounting. Floch also is proud to be an adjunct lecturer for New School University and Baruch College’s MBA program. Married with two teenage stepsons, she is aware that her full life naturally involves trade-offs.

Emulate the Best

“Be professional, strive for excellence and always evaluate yourself relative to the top tier of your profession.”

Wanda Wallace, CPA, PhD, CMA, CIA, professor emeritus at the College of William & Mary, began her career in public accounting with a BBA at just 18 years of age. After completing a PhD at the University of Florida in 1978, she received numerous honors including being named “the most published accounting academic” as author of more than 40 books and 200 articles. Wallace has served the profession extensively through the FASAC, AICPA, AAA and Government Auditing Standards Advisory Council.

Surpass the Status Quo

“Women must develop the social and political skills necessary to manage individuals whose views are inconsistent with seeing women in leadership roles.”

Professor Karla Johnstone recently achieved tenure at the University of Wisconsin. Married for 14 years with three young children, she is proud of maintaining strong relationships with colleagues and family. She says her mother was key to her professional and personal success. “My mother was a working mom who showed me how to embrace and manage a full professional and personal life. She gave me the confidence to know that a woman can be many things, and that being multidimensional is not only possible, but fun, interesting and satisfying.”

Confidence Propels

“Get others to really listen. Women think differently and that can create barriers. The ‘glass ceiling’ can be shattered by persistence, creativity and self-esteem.”

Judge Judy Trepeck of the Michigan Tax Tribunal entered public accounting in 1971 and built a consulting practice around law firm management, family-owned businesses and boards of directors. She has served the AICPA and the Michigan Association of CPAs, speaks internationally, has received multiple honors and is the mother of two adult daughters. Central to her success was an early acknowledgement that accounting was about making information useful to clients.

Listen and Respond

“Be very responsive to people and results-oriented. When people see you come through for them, they forget your sex, race and family status.”

Gloria Lamb Jarmon , managing director for congressional relations at the U.S. Government Accountability Office, is the Comptroller General’s chief liaison with Congress. A 1982 College of William and Mary graduate, she began her career at Peat Marwick Mitchell in Norfolk, Va., where there were no minorities, female partners or female managers with children. Married for 19 years to a fellow accountant, Jarmon has two teenage sons. She’s experienced barriers—a lack of role models—and made a financial trade-off by leaving public accounting as a senior manager for better work/life balance in government.

The Work/Life Balance Challenge

“The greatest challenge faced by women is overcoming the internal struggle of work/life balance.”

Mandy Pope is senior vice-president and controller at Parkway Properties, a publicly held real estate investment trust in Mississippi. After obtaining bachelor’s and master’s degrees at the University of Southern Mississippi, Pope spent six years in public accounting before joining the Parkway organization. She cites numerous individuals as mentors, including several at Parkway, which has been named one of the top 25 small companies to work for. She says, “Thankfully, I’ve always worked in environments where promotions are based on meritocracy instead of gender, race or years of service.”

—Elizabeth Dreike Almer, CPA, PhD, is an associate professor and
Meadows Faculty Fellow at Portland State University in Oregon

AICPA RESOURCES

The AICPA’s Work/Life and Women’s Initiatives Executive Committee. For information on work/life effectiveness and staff retention and development, e-mail educat@aicpa.org . Research. The latest research report containing trends and analysis is available at www.aicpa.org/worklife . Women to Watch. The AICPA, in conjunction with state CPA societies, honors women as role models for new professionals in the Women to Watch program. Women’s Financial Literacy Campaign. The AICPA is helping women become more aware of financial literacy issues. Visit www.360financialliteracy.org/women for more information. Web site. Information on workplace flexibility and women’s advancement is available at www.aicpa.org/worklife . Publications Promoting Your Talent: A Guidebook for Women and Their Firms, by Nancy R. Baldiga, provides practice tips and real-life examples from leaders in the profession for tackling the obstacles firms and organizations encounter in leadership development and promoting talent as well as career guidance for CPAs. To order this publication visit www.cpa2biz.com or call the Institute at 888-777-7077. The Facts on Workplace Flexibility. Free brochure on a variety of topics pertaining to work/life, such as return on investment, culture change and benchmarking. E-mail educat@aicpa.org . Mentoring Program Guidelines. Free brochure to help mentors, protgs and employers implement a mentor program, tips for successful partnerships and agreement and evaluation forms. E-mail educat@aicpa.org . DVD Work/Life: Striking a Balance. Free DVD that explores the human interest story, the business case and best practices for work/life effectiveness. All complimentary items are available by request. Please e-mail educat@aicpa.org . Conference Women’s Summit. Tuesday, October 11, 2005, Chicago. AICPA Vice-Chair Leslie A. Murphy will chair this event for managing partners, women’s initiatives directors and human resources professionals of public accounting firms to share information on helping women professionals succeed. For more information visit www.aicpa.org/worklife .

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