<![CDATA[LAUBER BUSINESS - Blog]]>Wed, 07 Oct 2026 20:27:42 -0500EditMySite<![CDATA[The Importance Of A Business Exit Strategy]]>Mon, 27 Jul 2026 14:00:00 GMThttps://www.lauber-partners.com/blog/the-importance-of-a-business-exit-strategyWhen you’re starting and running a business, there are so many moving parts requiring your attention that an exit strategy is probably one of the last things on your mind. However, a wisely-constructed business exit strategy is a very important element of your business plan.

A business exit strategy can have a significant impact on your future as the business owner, your personal wealth,  the stability of the business following your departure, and can guide decisions over the course of a business’ lifetime.

In this blog, the Lauber Business Partners team will cover some things to consider to ensure a successful exit strategy including the different types of exit strategies and what preparations you should make when forming and executing your exit strategy. 
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What Is an Exit Strategy?
An exit strategy is a plan outlining how a business owner will dispose of his or her interest in their business. They’re usually executed when a business owner is ready to retire, or when an entrepreneur is ready to transition the company he or she built.

The type of exit strategy used will often depend on how successful the company is. For example, companies that are either highly successful or otherwise profitable can be sold. This type of exit strategy can be very profitable for the owner. On the other hand, owners of businesses that are less successful may base their exit strategy on actions that will minimize losses by liquidating its assets.

Types of Business Exits
Most business owners will choose one of two main types of exit strategies. Again, the strategy chosen will depend on the business’ current financial status, the current owner’s wishes for the business’ future, and many other factors.

Selling
Selling the business is typically the most profitable type of exit strategy. There are a few different ways that a business can be transitioned when the owner is exiting:
  • Sale to another business or individual: The business is bought by an interested party, a competing business, or a group of investors.
  • Going Public: Business owners may choose to take their company public through an initial public offering (IPO). This involves selling shares of the business on public stock exchanges.  This type of exit is very complex but also may be extremely lucrative.  A business must have the potential to scale significantly to consider an IPO.  This type of exit is not normally available to small business owners.
  • Private Equity Sale:  Private equity involves investment firms raising capital from high-net-worth individuals and institutional investors to acquire equity in companies. The goal is to grow the value of the acquired company over a period of years and then sell the company for a profit.  This value creation is normally achieved via growing the acquired companies and streamlining its operations.  Such sales can be very lucrative for the seller but often result in significant changes in the acquired business.  This sort of sale will often afford the seller the opportunity to “rollover” a portion of his or her equity in the new entity.
  • Employee Stock Ownership Plan (ESOP): An Employee Stock Ownership Plan is a mechanism for an owner to transfer/sell ownership of his or her company to its employees.  An ESOP is a type of retirement plan that provides employees with ownership in their company through shares held by a trust. ESOPs offer significant tax benefits for both the company and its employees, serving as a mechanism for business succession, long-term wealth building, and a high-involvement work culture. Employees receive their vested benefits, which can be paid as company stock or cash, after leaving the company.

Closing / Liquidating
Closing or liquidating is another exit strategy. This may be more or less common depending on the industry, as well as factors such as the size of the company, its profitability, the number of employees, and more.

Closing or liquidating a business may be necessary if the owner is having a difficult time finding an interested buyer. The owner would wind down operations – liquidating its assets (AR, equipment, inventory, intangible assets, etc.) and paying its liabilities, hopefully leaving the owner with some residual value.   Closing or liquidating is typically the least profitable type of exit strategy.

A Third Option?
While we indicate two options for exit above, there may be a third option to consider.  A third option may be for the owner of the business to continue to hold the business and hire a person to run the business on his or her behalf.  This would allow the business owner to continue to reap the financial benefits of owning the business, yet be able to pull back from the day-to-day rigours of running the business.  Whether this is a viable option depends on a number of factors – the size of the business, the strength of the team, the profitability of the business, the prospects of the business and the risk tolerance of the owner.

When to Begin Creating Your Business Exit Plan
Many business owners don’t begin to consider their exit strategy until they’re ready to leave. However, a business exit strategy is an important part of your overall business plan. Having an exit strategy in place from early on can be helpful in guiding overall business decisions, while also ensuring you are prepared when the time comes.

Start creating your business exit strategy as soon as you can for the smoothest exit possible.

Preparations For Selling Your Business
If you’re planning to sell your business, there are preparations you should make for the best possible results. For the best outcome possible, consult with experts as you consider these steps in your strategy:

Assess Your Business and Personal Finances:Begin by assessing your business. What is the business’ value? How profitable is it and how profitable has it been in the past?  Having a firm grasp on your business’ financial profile is essential for getting the best deal when you sell.  It is important to look at your financial results through the lens of a buyer.  When evaluating your business a buyer wants to understand how sustainable and repeatable your financial results are going forward.  The more comfortable they are, the more they will be willing to pay to acquire the business.  Oftentimes, buyers will conduct a Quality of Earnings analysis, resulting in a Quality of Earnings Report. The objective of this analysis is to understand what future earnings might be after they acquire the business by doing a deep dive into its historical financial results and understanding what drives its profitability.  It is also becoming more common for a seller to conduct a Quality of Earnings analysis in advance of a sale to identify opportunities for improvement before a sale and provide a view into the issues a buyer may have in the sale process.

In addition to the quantitative assessment of your business, it is important to evaluate other factors impacting your business’ valuation.  These factors would include things like the quality of your team, the effectiveness of processes, quality products or services, condition of assets, relationships with vendors, etc.

It is always advisable to meet with investment bankers or business brokers to understand the sale process and get some preliminary opinions on the value of your business.  Most intermediaries are open to these discussions to get to know you and your business.   An owner should be doing this periodically during their course of owning the business.  In addition to getting some opinions around valuation, an owner can get a feel for the acquisition market environment and the approach of the advisor.

An owner also needs to take a hard look at his or her personal finances. If you’re retiring, how much do you need to yield from the sale of the company? If you are not retiring but moving to another venture, how much do you need to support your lifestyle and pursue your next project?

Making these assessments will ensure you’re taking care of yourself in addition to your company.
Assess Your OptionsOnce you have a clear picture of your business and your own personal finances, you should begin to assess your options for selling.
  • Do you have interested buyers?
  • Have you put out feelers to gauge interest in your company?
  • If there are multiple interested buyers, consider what factors other than money are important to you during the sale.

Finally, you’ll need to agree to a deal. Leaving the business you own can be one of the hardest things you’ll do in your professional career. Your business may be a reflection of you, your values, and the countless hours you’ve put into it. Fortunately, at this point, you should have a firm grasp of your own needs and the business’ needs, which will make the decision slightly easier.

Trust the Exit Experts at Lauber Business Partners
Novelists often say that successful stories begin with the end in mind, and the same thing holds true for business. However, just like with stories, starting a business with an exit strategy in mind is easier said than done. Nevertheless, creating a plan for leaving your business helps you prepare for the future and maximize the value of the company. An exit strategy is an essential plan every business owner should have in place.

If you’re ready to sell your business, turn to the finance and accounting experts with Lauber Business Partners. Our experienced team can help your business through the most critical parts of selling your business, such as performing financial analyses, projections, negotiating with potential buyers, and countless other valuable services.

To start the conversation and begin executing your exit strategy, contact Lauber Business Partners today.

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Contact Us
]]><![CDATA[The “Hidden” Costs of Accounting Turnover in a Tight Talent Market]]>Thu, 23 Jul 2026 05:00:00 GMThttps://www.lauber-partners.com/blog/the-hidden-costs-of-accounting-turnover-in-a-tight-talent-marketDid you know one resignation letter can quietly cost your business $75,000 or more? Here's what most owners never see coming and how to make it stop.

It usually starts the same way. Your controller or staff accountant gives you two weeks' notice, often right before month-end close, or worse, heading into audit and tax season. You smile, say the right things, and then spend the next three months quietly bleeding money in ways that never show up as a single line item on your profits and losses (P&L).

That's the trap. The real cost of replacing an accountant in 2026 isn't a bill you receive, it's a slow financial drain spread across recruiting fees, overtime, errors, compliance delays, and a demoralized team picking up the slack. And in today's talent market, that drain is getting worse.

15–22% Annual accounting turnover rate in 2025
200% Of annual salary: max cost to replace a skilled employee
340K Fewer accountants in the U.S. workforce since 2019

The Hard Truth: The Talent Market Isn't Bouncing Back
The accounting profession is facing a structural pipeline problem and not a temporary blip. CPA exam participation has declined for years, retirement rates among experienced professionals are accelerating, and the youngest cohort of accountants (Millennials and Gen Z) has a turnover rate of 39%. That’s nearly double that of workers over 55.

For small and mid-sized businesses, this creates a seller's market for talent, and you're the one doing the buying. Every open accounting seat you're trying to fill is competing against hundreds of others, often from companies with stronger brand names, better benefits, or full remote flexibility you may not be in a position to offer.

What It Actually Costs To Replace An Accountant In 2026
Most business owners and non-profit executives dramatically underestimate this number. They think: recruiter fee, a few weeks of downtime, maybe some overtime. The actual figure is far more sobering.

Research consistently shows that replacing an employee costs between 50% and 200% of their annual salary, depending on the role and seniority level. For a mid-level accountant earning $65,000–$80,000, that's a realistic exposure of $32,000 to $160,000 per departure.

Here's Where That Money Actually Goes:
  • Recruiting & advertising - Job board listings, recruiter or agency fees (typically 25%-30% of annual salary), time spent by managers screening resumes and interviewing.
  • Vacancy & productivity gap - Average time-to-fill for accounting roles has extended significantly in this market. Work doesn't stop—it piles up, gets delayed, or gets done wrong.
  • Overtime & contractor costs - Remaining staff absorb the extra load. Overtime premiums add up fast. Emergency contractors are expensive and unfamiliar with your books.
  • Onboarding & ramp time - A new hire isn't productive immediately. Peer trainers sacrifice their own output. Expect 3–6 months before full competency—and that's if you hired well.
  • Compliance risk & errors - New staff and burned-out teams make more mistakes. Tax deadlines, audits, and financial close processes are the most dangerous times to be understaffed.
  • Team morale & downstream turnover - Over half of employees say a valued colleague's departure hurts their own performance. One exit often triggers another—especially in small accounting teams.

The "Panic Hire" Trap
Pressure creates bad decisions. When you're scrambling to fill an accounting seat with payroll looming, month-end close approaching, or an audit on the calendar, you're not in a position to be selective. You hire who's available and not necessarily who's the right candidate.

Candidates hired under tight deadlines are often overpaid for the role and under-prepared for its demands. The result is a new hire who struggles to get up to speed, makes the same team anxious again, and frequently leaves within a year, restarting the entire costly cycle.

This is what makes turnover in accounting so particularly dangerous for organizations: it's self-reinforcing. One bad departure leads to a rushed hire, which leads to another departure, which leads to another rushed hire.

The Seasonality Problem Nobody Talks About
Accounting turnover doesn't happen evenly throughout the year. Industry data shows that nearly half of voluntary accounting departures occur between April and June, right after the busy season, once bonuses are distributed. The timing couldn't be worse for businesses in the middle of their own financial close, year-end reporting, or planning cycles.

If you've ever watched a key accountant walk out the door in May after finishing your audit, you know exactly what we mean. The irony is brutal: the person who just helped you through your most complex financial period just handed you your next one.
What Stability Is Actually WorthHere's the question most organizations don't ask: what's the value of an accounting function that just works every month, every quarter, every year, without the recruitment cycles, the training burden, the compliance anxiety, or the one-person dependency risk?

When you engage an outsourced accounting partner like Lauber Business Partners, you're not just buying accounting services. You're buying continuity. There's no resignation letter that stops your financial operations. No tribal knowledge walking out the door. No two-week scramble to figure out where things stand.

You get a team, not a single point of failure. Your processes are documented and consistent. Your reporting is on schedule regardless of what's happening in the labor market. And critically, the cost is predictable. You know exactly what you're paying, month over month, without the volatility of turnover hitting your budget like an unexpected tax bill. But if you still don’t know what to look for when hiring an outsourced accounting partner, we have a more detailed breakdown HERE. Find what you should look for and the red flags to avoid along the way.

Running The Comparison Honestly
Organizations often evaluate outsourced accounting by asking: "Is this more expensive than hiring in-house?" That's the wrong question, or at least an incomplete one.

The right question is: "What is the fully-loaded, risk-adjusted cost of the in-house model, including the realistic probability of turnover and its associated costs versus the predictable, stable cost of outsourcing?"

When you factor in a realistic turnover rate, the math often shifts decisively in favor of outsourcing. Especially for businesses where accounting is critical but not large enough to support a full internal team with proper redundancy.

Stop Absorbing The Cost Of A Broken Talent Market
At Lauber Business Partners, we give small businesses and non-profits a stable, experienced accounting function without the hiring risk, turnover drag, or single-point-of-failure that comes with in-house staff. Let's talk about what that could look like for your business with some outsourced accounting help.

If you’re interested in avoiding the traps of panic hiring, start the process. Contact us today.]]><![CDATA[5 Signs Your QB Accounting is Actually Hurting Your Growth]]>Thu, 16 Jul 2026 19:06:20 GMThttps://www.lauber-partners.com/blog/5-signs-your-qb-accounting-is-actually-hurting-your-growthYES! You signed up for QuickBooks. You’re entering invoices, maybe connecting your bank feed. It feels like you’ve got your accounting handled. But here’s the thing: having accounting software isn’t the same as having accurate financials. And for small businesses and non-profits, the difference matters more than you might think.

We work with business owners and non-profit executives every day who are shocked to discover their books are quietly working against them. Here are five signs yours might be, too.

1. You’re Not Sure You Can Trust Your Reports
If you pull a Profit & Loss report and think “I’m not really sure this is right,” trust that instinct. Messy books don’t always look messy on the surface; they just produce numbers you can’t confidently act on.
Common culprits: transactions dumped into “Uncategorized Expenses,” duplicate entries, poor cut-off of expenses, revenue and/or inventory or a Chart of Accounts that was never set up to match how your business actually operates.

2. Your Bank Balance and QuickBooks Balance Never Quite Match
If reconciling your accounts feels like a monthly mystery or if you’ve given up reconciling altogether, that’s a red flag. Unreconciled books mean your financial picture has gaps, and gaps lead to bad decisions. This is one of the most common QuickBooks Online mistakes for small businesses, and it’s fixable once someone with the right expertise takes a look.

3. Tax Season Is Always a Fire Drill
If your CPA is regularly asking for explanations, backup documentation, or corrections in the weeks before your return is due, your books probably aren’t as clean as they need to be. Good accounting is year-round work. When it’s not, you end up paying your CPA to do cleanup instead of strategy, or worse, missing deductions entirely.

4. You’re Making Big Decisions on Gut Feel
Ready to hire your next employee? Take on a new client? Open a second location? These decisions should be backed by real cash flow data, margin analysis, and a clear view of your runway. If you’re making growth decisions based on what’s in your checking account rather than what your books are telling you, a messy QuickBooks setup might be costing you more than you realize.

5. No One Is Actually Reviewing the Books
​QuickBooks doesn’t manage itself. If you set it up once and no one has reviewed it since. No monthly close, no expert eyes on the numbers, and the errors compound quietly over time. Software is a tool. Without experienced oversight, even a well-configured system drifts. Lack of oversight and expertise can hide problems for months before they surface at exactly the wrong moment.

Sound Familiar? You’re Not Alone. Trust Us.
A lot of the small businesses we work with came to us the same way, with software in place, but finances quietly off the rails. The good news: it’s fixable, and it doesn’t have to stay that way.

At Lauber Business Partners, our outsourced accounting services give growing businesses the experienced financial oversight they need without the cost of a full-time hire. Whether you need a one-time QuickBooks cleanup or ongoing monthly support, we can help you turn your books into something you can actually rely on.

Learn more about how your outsourced accounting services can be improved today with Lauber Business Partners. Call us: 414-273-8060]]><![CDATA[Outsourced Accounting vs. Fractional CFO: Which Level of Support Do You Need?]]>Wed, 27 May 2026 01:11:14 GMThttps://www.lauber-partners.com/blog/outsourced-accounting-vs-fractional-cfo-which-level-of-support-do-you-needWhen you’re exploring financial support options, outsourced accounting and fractional CFOs  seem similar at first glance, but they serve very different purposes within an organization. Understanding the difference between outsourced accounting and a fractional CFO is essential for selecting the right level of support and positioning your business for long-term success.

If you already know you need Outsourced Accounting support, let Lauber Business Partners help you out with all their services.
If you’re still on the fence, this blog will go into what each is, how outsourced accounting and fractional CFOs are different and how you can benefit from professional help.

What Is Outsourced Accounting?

Outsourced accounting refers to the practice of delegating your company’s day-to-day financial operations to an external partner. Instead of building an internal accounting team, businesses rely on experienced professionals to manage essential financial processes.

These services typically include bookkeeping, accounts payable and receivable, bank and credit card reconciliations, month-end closing activities, and the preparation of monthly financial statements. The primary goal of outsourced accounting is to ensure that your financial data is accurate, organized, and consistently maintained.
Outsourced accounting is particularly valuable for businesses that need reliable financial visibility without the cost and complexity of hiring full-time staff. It provides a strong operational foundation and ensures that financial records remain up to date and compliant.

What Is a Fractional CFO?

A fractional CFO provides high-level financial leadership on a part-time or as-needed basis. Unlike outsourced accounting, which focuses on daily and monthly execution, a fractional CFO is responsible for guiding financial strategy and supporting key business decision-making.

This role typically includes developing forecasts, building budgets, analyzing company financial results and recommending future actions,  improving cash flow, and identifying growth opportunities. A fractional CFO also plays a critical role in long-term planning, helping businesses prepare for major initiatives such as expansion, financing, or acquisition.

Organizations often turn to a fractional CFO when they require strategic insight but are not yet ready to hire a full-time financial executive. This level of support helps transform financial data into actionable guidance.

The Key Difference Between Outsourced Accounting and a Fractional CFO

The primary difference between outsourced accounting and a fractional CFO lies in the scope and focus of their responsibilities.  

Outsourced accounting is centered on managing and maintaining financial records. It ensures that all transactions are properly recorded and that financial statements are accurate and timely.

A fractional CFO focuses on insight, strategy, and decision-making.  A fractional CFO focuses on interpreting financial information and using it to guide the business forward. This role emphasizes planning, forecasting, and decision-making rather than transactional execution.

In simple terms, outsourced accounting tells you what has happened in your business, while a fractional CFO helps you understand what to do next.

Why Many Businesses Benefit from Both

Many business owners assume they must choose between outsourced accounting and fractional CFO services. In reality, these functions are most effective when they work together.

Accurate financial records are essential for making informed decisions. Without reliable data, even the best strategic guidance can be flawed. At the same time, financial reports alone do not drive investment,  growth or improvement, unless they are paired with thoughtful analysis and planning.

By combining operational accounting support with strategic financial leadership, businesses gain both clarity and direction. This integrated approach enables more confident decision-making and better long-term outcomes.

How to Determine the Right Level of Support

Choosing between outsourced accounting and a fractional CFO depends on your organization’s current needs and future goals.

Businesses that are struggling to create accurate financial records, streamlined processes, and consistent reporting will benefit from outsourced accounting services. These capabilities create a stable financial foundation and improve day-to-day efficiency.
However, companies that are focused on growth, profitability, or long-term planning will require additional strategic guidance. A fractional CFO can provide the insight needed to navigate complex decisions and identify new opportunities.
In many cases, the right solution involves a combination of both services, ensuring that financial operations and strategy are aligned.

How Lauber Business Partners Delivers Value to You

Lauber Business Partners takes a comprehensive approach to financial support by combining outsourced accounting services with strategic advisory capabilities. Rather than operating as a transactional vendor, Lauber serves as an extension of your team.
Clients benefit from accurate, timely financial reporting while also gaining access to higher-level insights that support growth and performance improvement. As business needs evolve, Lauber provides scalable support that adapts alongside the organization.

In addition to accounting and financial guidance, Lauber offers expertise in areas such as human resources, talent acquisition, and leadership development. This broader perspective allows clients to address multiple operational challenges through a single, trusted partner.

Final Thoughts on Outsourced Accounting and Fractional CFOs

The difference between outsourced accounting and a fractional CFO ultimately comes down to execution versus strategy. Outsourced accounting ensures that your financial data is accurate and reliable. A fractional CFO uses that data to guide decisions, improve performance, and support growth. Businesses that leverage both capabilities are better positioned for success, while planning confidently for the future.

Are You Ready to Strengthen Your Financial Strategy?If your organization is looking for more than just basic accounting support, Lauber Business Partners can help you build a stronger financial foundation while also guiding your long-term strategy.

Contact Lauber today to learn how outsourced accounting and strategic financial leadership can work together to move your business forward.]]><![CDATA[Unveiling the Strategic Advantage: The Profound Benefits of Outsourced Accounting]]>Mon, 22 Dec 2025 19:11:03 GMThttps://www.lauber-partners.com/blog/unveiling-the-strategic-advantage-the-profound-benefits-of-outsourced-accountingIn the ever-evolving landscape of business, staying nimble and focused on core competencies is crucial in order to maximize your advantage. One strategic avenue gaining momentum is outsourcing, and one domain where this approach is proving invaluable is accounting. In this blog, we will explore the benefits that businesses can reap from outsourcing their accounting functions.

1. Cost Efficiency:
Outsourcing accounting services can significantly reduce operational costs. Instead of managing an in-house accounting team with associated overheads, businesses can opt for a tailored outsourced solution. This allows for a variable cost structure, where you only pay for the services you need when you need them, freeing up capital for strategic investments.

2. Access to Specialized Expertise:
Firms that offer outsourced services have a team of specialized professionals with diverse expertise. This means your business gains access to a breadth of knowledge and skills that might be challenging to assemble in an in-house team. From day-to-day accounting to financial analysis, outsourcing provides a comprehensive skill set.

3. Focus on Core Competencies:
Outsourcing non-core functions like accounting enables businesses to focus on their core competencies. Instead of diverting time, resources, and focus to manage financial tasks, the internal team can channel their efforts towards driving innovation, improving customer satisfaction, growing sales,s and enhancing overall business performance.

4. Scalability and Flexibility:
Businesses evolve, and so do their accounting needs. Outsourced accounting services offer a scalable solution that can adapt to the changing requirements of your business. Whether you're experiencing rapid growth or facing a temporary downturn, you can adjust the level of service accordingly.

5. Enhanced Data Security:
Reputable outsourced accounting providers invest in state-of-the-art security measures to protect sensitive financial data. This often includes encryption, secure servers, and robust backup systems. Such measures can surpass the security protocols that small to medium-sized businesses might have in place.

6. Risk Mitigation and Compliance:
Navigating the complex landscape of regulations and financial compliance can be challenging. Outsourced accounting services are equipped to stay abreast of changes and ensure that your business remains compliant. This proactive approach reduces the risk of financial errors and penalties.  

Additionally, many small businesses and non-profits only have a person or a couple of people handling their financial management.  Often, they perform a multitude of tasks.  When this person or these people leave an organization, it can leave a gaping hole to fill. Often, the organization falls behind and finds it hard to replace the person, given the scarcity of accounting and finance talent in the market. However, if you are with an outsourced accounting provider, they have a team of people making it easy to backfill the departing employee.

Another risk-mitigation benefit is the ability to have a better segregation of duties. Often, small internal departments do not have the ability to properly segregate functions to protect the organization from potential fraud.  With an outsourced function, a better segregation of duties can be achieved.

7. Improved Efficiency and Productivity:
Outsourcing accounting tasks can lead to improved efficiency within your organization. Outsourced accounting firms use advanced technologies and streamline processes, ensuring tasks are completed accurately and in a timely manner. This efficiency contributes to overall productivity gains.

8. Strategic Business Insights:
Beyond numbers and compliance, outsourced accounting firms can provide valuable strategic insights. With their broader perspective on various industries and businesses, they can offer insights that an internal source cannot.
Outsourced accounting is not necessarily a cost-cutting measure; it's a strategic decision that can propel your business forward. From cost efficiency to accessing specialized expertise, the benefits are multifaceted. As businesses strive for agility and excellence, outsourcing accounting functions emerges as a powerful tool, allowing them to redirect resources toward higher-impact activities.

Outsourcing your accounting function to Lauber can be the solution for your goals. By using proven processes that streamline systems and enhance controls, we help organizations make more informed and better decisions while providing stability and expertise that is hard to get with a small internal function.

​]]><![CDATA[Engaging Employees: Key Strategies for Success]]>Mon, 22 Dec 2025 19:05:50 GMThttps://www.lauber-partners.com/blog/engaging-employees-key-strategies-for-successEmployees generally want to feel engaged with your business, especially at the start. Most join with the intent to contribute to the company’s mission and vision. However, research shows that nearly 7 out of 10 employees lose this commitment over time. A June 2023 study by Gartner underscores this issue, revealing that almost 70 percent of 3,500 surveyed employees worldwide lack a meaningful connection to their jobs, regardless of gender, age, or geography.
To put it in perspective, imagine your favorite youth soccer team: only four out of 11 players know which goal to aim for, and just three care about scoring. Fortunately, there are proven strategies to increase employee engagement. Here’s how:

Be Clear and Consistent
Employees want to understand your mission and vision and their role in your success. As a leader, it’s crucial to clearly communicate your definition of success and how employees can contribute.

Be Concise
In today’s information-saturated world, less is more. Keep your messages direct and free of jargon, focusing on clear takeaways.

Be Interactive
Engage employees in dialogue, not just monologue. Encourage questions, hold roundtables, and solicit feedback during All-Hands meetings to understand their perspectives.

Stay Positive
Communicate with inspiration in mind. Share success stories, highlight exceptional employees, and showcase customer benefits to foster pride and motivation.

Activate Growth Mindsets
​Employees start engaged but can lose focus over time. Help them by clarifying their roles, providing feedback, and sharing the company’s direction and how they can positively make an impact. 
Once these foundational questions are addressed (What is my job? How am I doing? Where are we headed?), employees will likely ask, "How can I help?" This is when they’re ready to go above and beyond, demonstrating the effort that defines true engagement. This is the goal we should strive for with every employee.
Human capital is the backbone of every successful organization. With our experienced and trusted HR Business Partners, your business gains more than just support – it gains a strategic ally committed to your success. From comprehensive expertise to tailored solutions and access to a team of seasoned professionals, our HR services are designed to elevate your organization to new heights. We look forward to the opportunity to support you and your team on the journey to sustained success.

]]><![CDATA[Hiring an Outsourced Accounting provider: How to Choose, What to Look For, and Red Flags]]>Wed, 03 Dec 2025 16:41:28 GMThttps://www.lauber-partners.com/blog/hiring-an-outsourced-accounting-provider-how-to-choose-what-to-look-for-and-red-flagsYou've decided to outsource your accounting. Smart move. But now you're facing a new problem: there are approximately one million firms promising to "transform your financial operations" and "provide strategic CFO-level insights."

Here's the truth: hiring the wrong outsourced accountant can be worse than having no accountant at all. Bad accounting creates problems that take months or years to untangle. But hiring the right one? That's a game-changer for your business.

Let's walk through exactly how to choose an outsourced accounting provider, what qualifications and experience actually matter, and the red flags that should send you running.

Start With Your Actual Needs (Not Their Sales Pitch)
Before you schedule a single consultation call, get clear on what you actually need. Most businesses make the mistake of letting accounting firms tell them what they need, which often, coincidentally, matches whatever services that firm sells.

Ask yourself: What's broken right now? Are you drowning in receipts? Missing tax deadlines? Unable to generate accurate financial reports? Can’t hire or retain high-quality accounting and finance personnel? Your current pain points should drive your requirements.

What's your business complexity level? A single-location retail store has different needs than a multi-state service business with 50 employees. Industry matters too - a manufacturing business is very different than a non-profit or a service business.

What's your growth trajectory? If you're planning to double in size over the next two years, you need an accountant who can scale with you, not one who's perfect for where you are today but can't grow with you tomorrow.

What level of service do you need? Are you looking for someone to close your books monthly and prepare taxes, or do you need strategic CFO-level guidance on business decisions? These require different skill sets and price points.

Document your answers. This becomes your evaluation criteria when you start talking to firms.

Lauber Business Partners has a standardized process for helping identify a prospect’s needs as it learns about it’s organization, opportunities, and challenges.

The Non-Negotiable Qualifications
Let's talk credentials. Some matter a lot. Some are nice-to-haves. 

Accounting Degrees Matter
CPA (Certified Public Accountant) is the gold standard. CPAs have passed rigorous exams, met education requirements, and maintain continuing education. More importantly, they're bound by professional ethics standards.

If the firm you're considering doesn't have CPAs on staff, ask why. There may be legitimate reasons, but you should know upfront.  Some firms even employ personnel with no accounting or finance degrees.  This is a red flag.  

Industry-Specific Experience Translates
Years in business matter less than relevant experience. A firm that's been around for 20 years doing personal tax returns isn't automatically qualified to handle your $10 million business's financial operations.

Look for industry experience with businesses like yours, business size experience appropriate to your revenue level, and specific situation experience if you're preparing for an acquisition or other major changes.

Modern Technology Is Essential
Your outsourced accountant should be fluent in cloud-based accounting software like QuickBooks Online, bill-pay software, project management software, and other various integrated tools that can enhance efficiency, transparency, and visibility.

If they're still talking about mailing you paper reports or they "prefer" desktop software, that's a yellow flag. You need a partner who understands how technology improves accounting efficiency and accuracy.

What to Look For During the Evaluation Process
You've narrowed your list to a few qualified candidates. Now comes the critical part: figuring out who's actually the right fit for your business.

They Ask More Questions Than They Answer Early On
Here's a counter-intuitive sign of a great outsourced accounting partner: they don't immediately tell you they can solve all your problems. Good partners ask probing questions about your biggest financial challenges, what decisions you're trying to make, what's kept you from getting your accounting straight before now, and what your business goals are.

If someone is pitching you hard in the first conversation without understanding your situation, be skeptical. They're selling, not trying to understand what you need and want.

Clear Communication Without Jargon
Accounting is complex, but explanations don't have to be. A good outsourced accountant can explain concepts in plain English without making you feel stupid for not knowing accounting terminology. During initial conversations, notice whether they explain things clearly, check to make sure you understand, and give you examples relevant to your business.

You'll be working with these people on important financial matters. If you can't understand them now, it won't get better.

Breadth of Service Offered
Firms differ in the breadth of the services they offer.  Some firms offer very narrow service offerings (i.e. just bookkeeping).  Others offer a broader service, offering things beyond bookkeeping, like HR, CFO and Controller services, talent acquisition services and leadership development services.  As a growing organization, you may find it helpful to have access to a broader set of services that will help you scale your organization as it evolves, without having to seek additional advisors and go through a lengthy search and learning period.

You'll be working with these people on important financial matters. If you can't understand them now, it won't get better.

Transparent Pricing and Scope
Pricing models vary, but whatever model they use should be clearly explained. Fixed monthly fees, hourly billing, project-based pricing, or tiered packages should all come with clear explanations of what's included in their proposal and what will be “extra.”
Red flag: They can't give you even a ballpark price without weeks of analysis. While custom quotes are normal, an experienced firm should be able to give you a range based on your business size and needs.

Lauber Business Partners has built out a broad range of services specifically designed for small and mid-sized businesses and non-profit entities.  You might start with accounting, but as you grow, you need HR services, recruiting help, and team development. Lauber is committed to fair, transparent pricing methods customized to its customers' needs. 

Red Flags That Should Make You Walk Away
Now for the important part - the warning signs that should send you looking elsewhere, no matter how good the price or how convincing the sales pitch.

Red Flag 1: You Do not Trust Them
Trust is the basis for every solid relationship. Without it, the relationship will fail.  Ask about their vision, mission, and values.  Do they align with your own?  If not, keep looking!  Done well, your search will join you with a long-term partner with whom you are aligned that you can rely on for years to come.

Red Flag 2: They're Not Asking About Your Existing Books
If they don't want to look at your current financial situation before giving you a quote or plan, that's a problem. A professional firm wants to see what shape your books are in before making commitments.

Red Flag 3: Poor Communication Before You're a Client
If they're slow to respond, miss scheduled calls, or communicate poorly during the courtship phase, it will only get worse once you've signed a contract. Your outsourced accountant should be treating you like a valued partner from the first interaction.

Red Flag 4: They Don't Discuss Risks or Limitations
No accounting firm can do everything perfectly. If they're not discussing potential challenges, risks, or limitations of their services, they're either inexperienced or dishonest. Good accountants will tell you what they're not experts in, where they might need to bring in specialists, what risks exist in your current situation, and what limitations exist in their proposed approach.

Red Flag 5: No Clear Backup Plan
What happens if your main contact quits or goes on vacation? Do you have access to higher-level knowledge, beyond bookkeeping skills? If the firm doesn't have a clear answer about backup coverage and continuity, you could find yourself without accounting support at a critical moment.

Lauber Business Partners has been in business since 1986 and has a team of professionals that can maintain service if one of its employees leaves or becomes otherwise unavailable.  Lauber has been serving the small and midsized market, along with the non-profit sector, since its inception.

Making the Final Decision
Struggling to get timely, accurate financials? Finding it hard to interpret your numbers or keep reliable accounting talent in place? You’re not alone, and you don’t have to tackle it alone. Lauber’s Outsourced Accounting team is built to bring clarity, stability, and real financial insight to your organization. Let’s talk about how we can support you and move your business forward.]]><![CDATA[Outsourced Accounting: What It Is, Who Needs It, and When to Consider It]]>Wed, 03 Dec 2025 16:13:52 GMThttps://www.lauber-partners.com/blog/outsourced-accounting-what-it-is-who-needs-it-and-when-to-consider-itYou're a small business owner or non-profit executive and are consumed with growing your organization, you do not have the time or knowledge to perform or oversee accounting, you are struggling to get timely and accurate financial statements, you need the day-to-day accounting activities done but you also need some higher-level financial analysis, you cannot afford to hire a team of people, you cannot seem to find or keep the right accounting team – sound familiar?
Here's the thing: accounting isn't just about crunching numbers. It's about understanding what those numbers mean for your business, staying compliant with ever-changing regulations, and making strategic decisions that actually move the needle. And if you're not a financial professional, that's a tall order.

That's where outsourced accounting comes in. But before you start Googling "accountant near me," let's cut through the confusion and talk about what outsourced accounting is, who benefits from it, and when it makes sense for your business.

What is Outsourced Accounting?
Outsourced Accounting is contracting with a financial professional (or team of professionals that each devote a portion of their time to your company) who handles your accounting needs without being on your payroll. They're not sitting in your office, but they're deeply involved in your financial operations.

Here's what they typically handle:
Day-to-day accounting activities. They make sure all of your financial transactions (accounts payable, accounts receivable, cash receipts, cash disbursements, prepaids, inventory, fixed assets, debt, etc.) are properly recorded and accounted for.

Financial reporting and analysis. They close your books and prepare monthly, quarterly, and annual financial statements that show you exactly where your business stands. More importantly, they help you understand what those statements mean and what actions you should take.

Budgeting and Forecasting. They provide support for financial planning and analysis to help businesses make strategic decisions. 

Audit and Tax Support. They make sure you are audit-ready, should you be required to have an audit or review, and they act as a liaison with your auditors and tax advisors.

Strategic financial guidance. Need to know if you can afford that new hire, equipment purchase or new program expansion? They run the numbers and give you a clear answer.

An outsourced accounting provider can provide a broad range of services, from AP processing all the way up to CFO services.  You can access these services as you need them, without having to hire a team of full-time employees. This provides greater expertise and reduces the risk of turnover because you are being supported by a firm that does this for a living.

Who Actually Needs an Outsourced Accountant?
The short answer? More businesses than you'd think. But let's be specific about who benefits most:

Growing Small to Mid-Sized Businesses
If your business is generating between $1 million and $50 million in annual revenue, you're in the sweet spot. You're too big to wing it, but hiring a full-time CFO and building an entire accounting and finance team internally might not make financial sense.

According to research from Deloitte, 37% of small businesses outsource at least one financial function, and that number jumps significantly as revenue grows. Why? Because the complexity of your finances grows exponentially with your business, but your capacity to manage it doesn't.

Businesses in Complex or Regulated Industries
If you're in healthcare, construction, professional services, or any industry with specific compliance requirements, an outsourced accountant who understands your sector is invaluable. The cost of non-compliance isn't just fines - it's reputation damage and lost business opportunities.

Startups
Early-stage companies often bootstrap their accounting until it becomes a liability. If you're raising capital or experiencing rapid growth, having a professional accounting infrastructure from the start prevents costly mistakes and gives investors confidence in your operations.

Professional Services Firms 
Law firms, marketing firms,vconsulting agencies, and other professional services firms can benefit from outsourcing their accounting to ensure accurate billing, expense tracking, project tracking, and financial reporting, allowing the firm’s executives to focus on service delivery.

Healthcare Providers 
Medical practices and healthcare providers can benefit from outsourced accounting to manage billing, insurance claims, and regulatory compliance, allowing them to focus on patient care.

Non-Profit Organizations
Non-profits often operate on tight budgets, with limited staff, and need to ensure that their funds are managed efficiently. Outsourced accounting can help them maintain transparency and compliance with regulatory requirements.

Lauber Business Partners has been serving all of the above sectors for decades.

When Should You Hire an Outsourced Accountant?
Timing matters. Here are the clear signals that it's time to bring in professional help:

Signal 1: You Cannot Get Accurate and Timely Financial Statements
If someone asks about your profit margins and you respond with "pretty good, I think?" that's a problem. You can't grow what you can't measure. When you're making strategic decisions without reliable financial data, you're essentially driving blindfolded.

Signal 2: You're Spending More Time on Accounting Than Your Core Business or Mission
As a business owner or non-profit executive, your time has a dollar value. If you're spending significant hours per week on accounting tasks or managing your accounting function, calculate what that time costs versus what you'd pay an outsourced accountant. Then take stock of the additional value you could drive in your organization by allocating that time to business development, product innovation or mission delivery. 

Signal 3: You've Experienced (or Nearly Experienced) Compliance Issues
Missed tax deadlines, missed grant reporting deadlines, penalties, or that sinking feeling when you realize you might not be compliant with regulations - these are expensive wake-up calls. An outsourced accountant keeps you ahead of compliance requirements, not scrambling to catch up.

Signal 4: You do not understand your financials
It is not unusual for non-financial personnel to struggle to understand their financials.  Having an outsourced accounting partner to walk you through the financials and provide insights is invaluable and can lead to improved operating performance.

Signal 5: You're Preparing for a Major Business Milestone
Planning to take on investors, apply for significant financing, or sell your business? These moments require professional-grade financials. You don't want to discover your books aren't investor-ready when you're in the middle of due diligence.

Signal 6: You cannot attract or retain competent accounting and finance personnel
There is a shortage of high-quality accounting and finance personnel.  Working for a small business or non-profit requires an individual to perform a vast array of duties.  Often, it is challenging to find a single person who can, or wants to, perform all of these duties.  By using an outsourced accounting firm, you can access the expertise of different people working on your account, allowing you to access higher-level and more basic capabilities, without having to hire multiple employees.

The Bottom Line: Is an Outsourced Accountant Worth It?
Let's talk real numbers. The average salary for an experienced staff accountant in the U.S. ranges from $60,000 to $100,000, plus benefits, which can add another 30-40% to that cost. A CFO? That's $150,000 to $300,000+, depending on your market.
Outsourced accounting services typically cost a fraction of that - often 40-60% less than hiring equivalent talent internally. And you're not just getting one person; you're getting a team with diverse expertise and backup coverage when someone's on vacation or leaves.  This is a significant risk mitigation factor.

But the real ROI isn't just in cost savings. It's in making better decisions with accurate, timely financial data, avoiding costly compliance mistakes and penalties, freeing up your time to focus on revenue-generating activities, and having strategic guidance from professionals who've seen hundreds of businesses navigate similar challenges.  

Lauber Business Partners has been in the business of providing financial expertise since 1986.  They have a broad array of services that have been built for small to mid-sized businesses and non-profits.  Lauber provides Accounting and Finance solutions as well as Human Capital solutions (HR support, Talent Acquisition, and Leadership Coaching and Team Development).  Lauber stands beside you as a partner as your organization evolves and advances.
Ready to Talk About Your Accounting Needs?
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Struggling to get timely, accurate financials? Finding it hard to interpret your numbers or keep reliable accounting talent in place? You’re not alone, and you don’t have to tackle it alone. Lauber’s Outsourced Accounting team is built to bring clarity, stability, and real financial insight to your organization. Let’s talk about how we can support you and move your business forward.

​]]><![CDATA[Outsourced Bookkeeping Services: Scope, Deliverables, and Cleanup]]>Mon, 01 Dec 2025 06:00:00 GMThttps://www.lauber-partners.com/blog/outsourced-bookkeeping-services-scope-deliverables-and-cleanupLet's address the elephant in the room: your books are probably a mess. Maybe not a complete disaster, but if you're being honest, there are transactions categorized as "miscellaneous," receipts you never recorded, and that reconciliation from three months ago you never quite finished.

Here's the good news: you're not alone. According to a study by Intuit, 40% of small businesses say bookkeeping is the worst part of running their business. The better news? Outsourced bookkeeping services can take this headache off your plate entirely. But before you hand over your shoebox of receipts, let's talk about what outsourced bookkeeping actually includes, and what you should expect to receive.

What Outsourced Bookkeeping Actually Includes
Bookkeeping sounds simple - you record financial transactions. But in practice, it involves dozens of specific tasks that need to happen consistently and accurately.

The Core Services
Transaction recording and categorization. This is the foundation - recording every dollar that comes in or goes out of your business and categorizing it correctly. This includes sales and revenue from all sources, expenses and purchases, payroll transactions, loan payments, and owner investments and draws. Proper categorization matters because it affects everything from your profit and loss accuracy to your tax deductions.

Bank and other account reconciliation. Each month, your bookkeeper matches your accounting records to your bank and credit card statements to catch errors, missing transactions, or irregularities. This isn't just good practice - it's essential for knowing your true financial position.  Cash generation and use is the heart of every organization.

Accounts receivable management. Tracking who owes you money, when invoices are due, and following up on late payments. This directly impacts your cash flow.

Accounts payable management. Recording bills, ensuring they're paid on time (but not early), and taking advantage of early payment discounts when they make sense.

Monthly financial statements. At a minimum, you should receive a Profit and Loss statement, Balance Sheet, and Cash Flow statement. These aren't just numbers on a page - they tell you whether you're profitable, what you own versus owe, and whether you'll have enough cash to operate.

General ledger maintenance. Think of this as the master record of all your financial transactions. Your bookkeeper maintains the backbone of your accounting system.

Value-Add Services
Many outsourced bookkeeping services include additional capabilities like contractor payment tracking, 1099 preparation, policy creation and compliance monitoring, custom reporting and analysis beyond standard financial statements, and financial process consulting to improve your systems and lower your risk going forward, among others.

What You Should Expect to Receive (And When)
One of the biggest frustrations with bookkeeping is not knowing what to expect or when.

Monthly Deliverables
Each month, you should receive your Profit and Loss statement, Balance sheet, Cash flow statement, account reconciliations, accounts receivable aging report, accounts payable aging report, and any custom reports, among others, that you've requested.  All of this needs to be received in a time frame when the information is still relevant.

Beyond scheduled deliverables, you should have real-time access to your accounting system, scheduled check-ins at least monthly, responsive communication with questions answered within one business day, and a clear escalation path for urgent issues.

Cleanup: Why It Matters and How to Do It
It's November. Your books are behind.  What now? If you have an effective outsourced accounting solution, you should not have much “year-end clean-up.” However, if your records are not in good condition, fear not!  An outsourced accounting group is accustomed to performing cleanup activities as it begins service with a new client.  

It is crucial to get the accounting records “cleaned up” at a point in time, so one has a clean beginning, unaffected by past issues. Without clean books, you might not actually know if you made money. Messy books also increase risk. If you need a loan or a line of credit, lenders are leery of companies with unreliable financials. You also run the risk of making bad decisions, relying on inaccurate financial information.

Cleanup Process
A thorough cleanup starts with completing bank account reconciliations. Reconcile every month you're behind (or pick a month to make all of your adjustments through that date; this will not make sure every period is right, but will provide a clean starting point for subsequent periods) - this is foundational. Until your bank accounts are reconciled, you can't trust any other numbers.  In general, cleaning up one's accounting records would include steps similar to those noted below.


​This involves comparing the company's internal records with external statements, such as bank statements or vendor statements, to ensure that all transactions are accounted for and discrepancies are identified and resolved.

Review and Adjust Journal Entries: Ensure that all journal entries are accurate and complete. This may involve making adjustments for accrued expenses, prepaid expenses, and other necessary adjustments to reflect the true financial position of the company.

Verify Accounts Receivable and Payable: Confirm that all invoices issued and received are recorded correctly. This includes ensuring that all customer payments are accounted for and that all supplier invoices are processed.

Inventory Count and Valuation: If applicable, conduct a physical inventory count and reconcile it with the inventory records. Adjust the inventory valuation to reflect any discrepancies.

Depreciation and Amortization: Calculate and record depreciation and amortization expenses for the month to allocate the cost of tangible and intangible assets over their useful lives.

Review and adjust judgmental accounts.  This would include reserves for bad debts, inventory obsolescence, and damage, etc.

Financial Statement Preparation: Prepare the monthly financial statements, including the balance sheet, income statement, and cash flow statement. Ensure that these statements accurately reflect the company's financial position and performance for the month.

Review and Approval: Have the financial statements reviewed and approved by the appropriate personnel, such as the finance manager or controller, to ensure accuracy and completeness.

Close the Books: Once all adjustments and reviews are complete, close the accounting books for the month. This involves locking the accounting period to prevent any further changes to the financial records for that month.
By following these procedures, one can ensure that the monthly financial statements are accurate, complete, and reliable.

The Realistic Timeline
How long does cleanup take? The timeframe depends on how far behind you are, the scale of your organization, and just how “messy” the records are.  This can range from days to many weeks.

While this “cleanup process can be painful, until one gets a clean starting point, there can be no assurance of accurate financial statements going forward.  Accordingly, if you have messy accounting records, the cleanup process will likely be an outsourced accounting partner’s first task.

Struggling to get timely, accurate financials? Finding it hard to interpret your numbers or keep reliable accounting talent in place? You’re not alone, and you don’t have to tackle it alone. Lauber’s Outsourced Accounting team is built to bring clarity, stability, and real financial insight to your organization. Let’s talk about how we can support you and move your business forward.]]><![CDATA[How to be a top 10% Manager]]>Wed, 06 Aug 2025 05:00:00 GMThttps://www.lauber-partners.com/blog/how-to-be-a-top-10-managerAre you worried that you might not be as good a manager as you hope to be? If you are, there’s good news and bad news. First, the good news: you have great self-awareness. And the bad news: you might not be very good at managing. But that’s not a knock on you.
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According to Gallup, just one in 10 people naturally have what it takes to be a manager. That increases to a whopping two in 10 if the right training and support is in place. So how can you be a better manager? Should you be more demanding, organized, and hardworking? Maybe. But one thing is certain: you should be a better listener.
To be a better manager, you need to understand your individual team members, know how to motivate them, communicate effectively, and walk the walk. Here, we’ll dive deeper into these topics and show how they help you be a better manager. 

Let’s dive right in.

What is a manager?
Does this question sound naive? Probably. But it has an important answer. So, what is a manager? Not a leader. Don’t get us wrong, managers can be leaders, and leaders can be managers. So what’s the distinction? Specificity.
Managers are responsible for driving a single person (or a small group of individual performers) toward a specific goal, whereas a leader tries to drive a large group. Let’s consider how their strategies to achieve those goals differ:
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So to answer our seemingly-obvious question: a manager is someone who leverages individuals’ unique skills and motivators to further a team’s mission within an organization.

Great! But how do you do that? It starts with understanding your employees.

Get your shovels out
It’s time to dig deeper than surface level.

Many managers know their direct reports, but do they really understand them? To successfully leverage the talents of your direct reports, you need to understand three critical things about each of them:
  1. What makes your employees tick? When do they leap into work?
  2. How can you trigger their best work?
  3. How do they learn?

1. What makes your employees tick?
While you’ve hired a person for one role, there are bound to be certain elements of their work that they excel at, and others that they may dislike or struggle with. Some people would describe administrative tasks as tedious or annoying. However, you may have an employee who revels in the details of these tasks and is uniquely talented at identifying small changes that make big differences.

As a manager, it’s your job to figure out what those things are. Then, you can enable employees to spend more time on the things they excel at and that they’ll take ownership over.

2. How can you trigger your employees’ best work?
Understanding what makes your employees perform is one thing, but encouraging that behavior regularly is another. Therefore, managers need to understand what positive triggers drive their employees’ best work.

Some employees crave public recognition. Others prefer being recognized by their manager, executives, or clients. Being able to provide the type of recognition your direct reports seek is vital for keeping them engaged and motivated.

3. How do your employees learn best?
Growth is important for employees. It makes them more valuable to an organization and it makes them more satisfied with their role. Cultivating that growth is one of the most important things a manager can do, but it’s far from simple. Just as each employee is motivated by different things and excels in different areas, employees learn differently too.

Consider two employees in a marketing department. One may be fully capable of learning a new strategy for garnering data insights simply by watching a video. Meanwhile, another employee may be equally as talented, but might not fully comprehend the purpose of the strategy until they have the opportunity to try it themselves. Trying to force them both to learn in the same way won’t lead to the growth that pushes the entire team forward, and could even lead to one disengaging.

Lead by example and empower your team to follow
Think for a minute: how do you want your direct reports to work? Now ask yourself, ‘do my actions indicate that?’
Managers who work long hours tend to have direct reports who work longer too. But working longer isn’t always working better (in fact, it can be worse in some cases). Managers should be cognizant of their role as an influence on their teams. If a company values work-life balance, and they definitely should, managers should lead by example and sign off at an appropriate time.

This is only possible when work is evenly distributed among your direct reports. For example, just because one employee excels at a certain task doesn’t mean they should be burdened with the entire team’s responsibility for it in addition to numerous other responsibilities. When employees are working significantly more than their colleagues or manager, they’re at risk of becoming resentful or disengaged.

For great managers, it’s not enough to simply set an example. They need to empower their direct report(s) to follow it.

One-on-ones are the foundation for success
By this point, we’ve outlined three critical elements on how to be a better manager. But none of them are possible without regular one-on-one meetings with your direct reports. Regular is the key word here.  If it’s “once a year – check the box” meeting, don’t even bother. One-on-one meetings are essential for:
  • Getting to understand your direct reports’ goals, motivations, and learning styles.
  • Keeping your direct reports appraised on organization-wide goals, challenges, or changes.
  • Ensuring your employees are keeping their heads above water.​
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In addition to cuing managers into these vital motivators, one-on-ones are paramount to employee engagement. The less facetime managers have with their direct reports, the more likely those direct reports are to become disengaged. 
To put it simply, one-on-ones are to your direct reports’ success as maintenance is to a car. Things wear out and break down without it. Every environment is unique, but a good rule of thumb is that these “regular meetings” should be at least monthly.
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Lauber Business Partners can help improve your organizational health
We can help you get there. Lauber Business Partners’ Manager Training program helps managers develop the strategies and skills necessary for taking their teams to the next level. In addition to manager training, we also offer other human capital services—including Leadership Coaching and Team Development—to support your organization’s long-term growth and effectiveness. Want to learn more? Get in touch with Lauber today!
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