The CPA’s guide to navigating change with confidence

Change is rarely a crowd favorite in accounting firms, but according to Will Hill, MBA, of Will Hill Consults, it doesn't have to feel like a verdict on past decisions. A longtime advisor to firm leaders, Hill helps teams reframe change as a natural next step—one that honors the past while moving toward a better future.

In this conversation, he shares how leaders can avoid the "need to know" communication trap, bring teams into the process without losing focus and create a simple, repeatable framework for making changes stick. His advice? Skip the shame and lead with clarity. 

-Bianca Prieto, editor

Change can be uncomfortable. What’s the biggest mindset shift accountants need to make to lead successful change in their practices? 

One of the bigger mindset shifts that must occur in accounting firms, especially in leadership, is that change doesn’t mean they were necessarily wrong. Or, if they were wrong, it doesn’t represent failure.

The CPA brand is built on being accurate, being correct. While the battle against feeling wrong may be more subconscious than front-of-mind, it drives impact. When we change with a backdrop of guilt or failure, we naturally limit (or shade) communication. We also move quickly to step past tough portions of change, as those challenges reinforce our perspective of failing. But, if we can shake that perspective and realize that change is merely about going from where we are now to where we need to be next (thankful for the past that brought us to the present), we open up on change motivation, take time to clarify process and can more objectively work through the challenge that change brings.  

What are some practical strategies for introducing process or technology changes without overwhelming the team or disrupting client service?

To protect against overwhelming the team or disrupting client service, focus on a small number of areas that have maximum impact.

First, clarify both directions of the change. What is the pain you are leaving and what is the value you are going after? Next, you set the vision, but delegate the details. Allow the team to have input and influence in the process of the changes. Finally, external communication. Communicate before experience is altered. Share the benefit to the customer.

What are some common mistakes you see leaders make when managing change, and how can they avoid them?

As leaders manage change, I see two common mistakes. 

First, they approach internal communication from a “need to know” basis instead of an open and transparent dialogue. The more leaders share, including what they don't yet know, the more buy-in they'll get from the team working through the change. When leaders avoid discussing unknowns, instead of stating them upfront, the team will approach with doubt. But when the unknowns are stated as such, the team digs in to find the unknowns.

The second is mismanaging feedback, which includes not getting any! Get feedback early, inform the team about upcoming feedback conversations, ask precise questions during feedback time and close the loop on all feedback (even if the answer is “not happening”).

How can smaller firms build a repeatable process for navigating change in a way that’s sustainable and team-friendly?

While smaller firms may take changes as they come and use their nimbleness to work through them, a consistent change process is critical for sustained change success and surviving simultaneous and back-to-back changes. Break the change process into four to five stages. Some changes may take longer in certain stages than others, but all should have the same stages. This allows for more consistent cadenced meetings and planning, as well as communicating about changes in motion.

As you establish your stages, keep it simple, don’t overthink! It could be as simple as:

1. Assessment.

2. Decision.

3. Planning and initiation.

4. Roll out.

5. Project wrap-up.

Interview by Janet Berry-Johnson.

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The Net Gains is curated and written by Janet Berry-Johnson and edited by Bianca Prieto.