Immediate remote opportunity for part-time CPA with growing firm.

7029932 - opportunity, just ahead green road sign with copy room over the dramatic clouds and sky.


This is about getting the right people on the right seats on the bus a la Jim Collins. Or maybe getting new bus drivers. Or getting Jim Collins a bus. Whatever, it won’t hurt you to contact us.

McNeely & McNeely CPAs, P.L.L.C., a growing East Texas firm, is seeking immediate part time help with tax preparation. You can work remotely from anywhere, anytime using our digital systems (if you have some bars of service).

Desired qualifications include:

  • CPA licensed in Texas; being in good standing is definitely a plus;
  • Three to five years of experience preparing and reviewing individual and business returns;
  • Proficiency with ProSeries, Excel, QuickBooks (desktop and on-line), yada yada;
  • Friendly, people-first approach; (It helps to have a sense of humor around here.)
  • Comfortable with virtual office functions—business casual on top, pajamas on bottom for video meetings;
  • Organized, accurate, detail-oriented, and—shockingly, able to thrive under deadlines.

Responsibilities include:

  • Prepare 1040, 1120, 1120S, & 1065 from digital records;
  • Review 1040s prepared by others;
  • Interact with our office manager and clients to get information and answers;
  • Tax research;
  • Work with the IRS to resolve client tax issues; able to multi-task while listening to “set-your-teeth-on-edge” hold music for hours.


  • The standard “pay commensurate” line is applicable, but not helpful to a first glance. Since this is per diem work the range is $30 to $50 per hour—depending, and so forth and so on.


We are a Father / Son firm with tax, virtual back-office accounting, and consulting clients. Using technology, we serve a variety of clients at different locations – all from the East Texas Woods. (Yes, we have Internet – Fiber Optic, even.) With the Senior partner having long since lost sight of retirement age in the rear-view mirror, there is an opportunity for the right person to grow his or her position with the firm.

We have crafted a contrarian bean-counting firm culture – where family comes first and work-life balance is a thing, not a slogan.

If interested, please send a resume’ and three references that are not your Mom to our office manager, Cathy Jones at

We are an equal opportunity employer.

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15 Things I want my Grandkids to Know about Leadership

True, godly leadership—in any context—is inspiring another person to reach for his or her potential.

  1. Why they must forever study and work to be accomplished leaders and managers.
  2. Why Christ-like servant leadership is always best—period.
  3. How to be creative, bold, visionary.
  4. Why culture is so powerful; how to create and maintain a healthy, nourishing culture.
  5. To understand themselves, other personality types and nationalities to create teamwork.
  6. That their personal example is the most powerful way to influence others so they must demonstrate spiritual and emotional maturity, trustworthiness, and competence.
  7. About the complexities of human motivation; how to tap into their own and help others to become highly self-motivated.
  8. That, as leaders, they hold the precious potential of other people in their hands and have a sacred stewardship responsibility to detect, develop, and deploy the gifts and talents of others.
  9. That they need a variety of leadership tools and should thoughtfully choose how to act in different situations.
  10. That their leadership role should always include coaching to help others grow and succeed over the long haul (and to resolve conflict positively).
  11. How important it is to communicate (write and speak) effectively so their messages are timely, appropriate, powerful, understood, and acted upon.
  12. That humans really learn by doing so they must share opportunities and skillfully delegate to develop others.
  13. That crafting clear, measurable organizational and personal goal statements are a powerful way to ratchet up performance and invoke mature, self-accountability.
  14. They must persevere for their job will never be finished
  15. They don’t need a formal position to lead. True, godly leadership—in any context—is inspiring another person to reach for his or her potential.
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Unleashing Diverse Talent while Working in Glorious Harmony: Key Elements


In the hopes of inspiring further study of a complex topic, here are some keys to engaging and motivating creative people to produce their best work—in unity:

  1. See the future. Build a grand vision and work tirelessly until it is shared.
  2. Get bold. Set crazy-hard-to-reach goals and allow for groundbreaking initiatives.
  3. Paint targets. Negotiate and agree on outcomes and how to measure results.
  4. Share the wealth. Construct and publicize reward systems (it’s not always money) that are based on personal accountability and team success.
  5. Be Radar O’Reilly. Embrace the role of supplying resources and being a resource-on-call.
  6. Party on, Wayne! Celebrate the freedom to fail and try again. If people aren’t making mistakes they’re not trying hard enough.
  7. Sit on the bench. Let the players play the game, but capitalize on the occasional teachable moment by coaching.


Learning to lead effectively is a lifelong commitment. I hope this helps you want to learn and practice more.

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The Benefits of Smallness


Small businesses fuel much of the U.S. economy and are the soul of the American dream.

I recently read an article in Inc. magazine that surprised me. It was about employee engagement, an important topic. The surprise was that small startups, immediately known for their fun cultures and engaged teammates, soon enough struggled with their fair share of unmotivated employees. The traditional costume days, Ping-Pong tournaments, and free organic lunches no longer did the trick.  What happened? [···]

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12 Things About Great Coaches


I love Daniel Goleman’s article, Leadership That Gets Results (March-April, 2000 Harvard Business Review). You should re-read it. Goleman teaches about six leadership styles, but his take on coaching really resonates with me now.

“Although the coaching style may not scream ‘bottom-line resuts,’ it delivers them.” – Daniel Goleman

I am blessed to moderate an upcoming event sponsored by the North Dallas Chamber of Commerce about building great teams. The accomplished and highly-successful panelists are Walter Merrill, Tom Slone, and former NBA coach Del Harris. After meeting these men last week, I am very impressed with all of them, but have long been a fan of coach Harris thinking his courtside manner to be stately and dignified. (Stay tuned for more details about this event and the distinguished panel.)

Since teambuilding is on my mind, here is an excerpt from a column I wrote many years ago:

To cultivate a healthy, nourishing culture, leaders and managers have to be great coaches.

  • Great Coaches were (are) first good players.
  • Great Coaches demonstrate the correct way to do things by example.
  • Great Coaches are excellent teachers.
  • Great Coaches constantly help their players to drill, practice, and rehearse realizing it takes 25 times of doing something right to put it into “muscle memory.”
  • Great Coaches creatively craft “game-like” situations to provide relevant learning opportunities.
  • Great Coaches understand that to really develop others they have to sit on the sidelines and let the players play the game.
  • Great Coaches view mistakes as opportunities to learn—not as failure. They aren’t afraid to properly (and privately) correct their player’s mistakes on the spot.
  • Great Coaches are always looking for any sign of positive improvement and are liberal with their praise.
  • Great Coaches are master motivators and tailor their approach for each individual player and for each unique situation.
  • Great Coaches get more out of their players than the players themselves ever thought was possible.

“Admittedly, there is a paradox on coachings’ positive effect on business performance because coaching focuses primarily on personal development, not on immediate work-related tasks. Even so, coaching improves results. The reason: it requires constant dialogue, and that dialogue has a way of pushing up every driver of climate [culture].” –Goleman

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7 Keys Peak Leaders Use to Get Feedback


I just returned from a very positive two-and-a-half day session designed to elicit feedback and generate new ideas. Here are some keys you can use to lead for peak performance:


1. Sharpen your razor before you shave.


If there aren’t some sparks flying your blade is going to remain dull. Purposefully invite people you know have differing opinions, personalities, and perspectives.


2. Location, location, location.


As much as is possible, get people away from the weight of their daily responsibilities. Trying to create and produce at the same time is like trying to bathe a cat. Schedule time to socialize informally. We all love to eat.


3.    Begin with the end.


Manage expectations. Clearly define the purpose and result. Set the ground rules, even when there are none. And remind people that not every idea can be used, but all are welcome.


4.    A spoonful of sugar helps the medicine go down.


Start by asking, “What are we doing well?” The answers are the easiest, create a healthy vibe, and set the positive stage for being able to really listen to the negs. Then buck-up and assume the position.


5.    Laughter is the best medicine.


You’ll know you’re building a closely-knit team when heavy discussions are seasoned with chuckles and the occasional belly laugh. Friends who share mirth aren’t disagreeable—even when they disagree. There will be a wit or two in the group—let them go even if they’re sometimes dim. (I think that describes me.)


6.    Major in the majors.


You’ll get way more input than you can use. If you get one or two big takeaways that can be implemented you have a grand slam.


7.    Celebrate success so you can rinse and repeat.


It is important to thank everyone, but the effect is nothing compared to putting an idea to work. Publicize the effort, connect the dots, and set the stage for future success.


Outstanding leaders seek and use feedback.

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Coming Soon…Book Summary


This book sets out to break a rule first hypothesized by the great Adam Smith and later codified by another brilliant economist— John Maynard Keynes, perhaps? It goes something like:

To be useful, no book about business can also be humorous.

4 Key Cs to Running an Average Outstanding Small Business is full of practical, relevant, hard-hitting, high-leverage advice delivered in a unique style that includes amusing stories, inspiring examples, satire, and an occasional laugh-out-loud funny.

This is an interesting, useful, inspiring, and—dare I say it—very entertaining read.

The four sections of the book, published serially, focus on critical “Cs,” or disciplines that will create the culture and put in place the systems to transform employees into peak performers. Small business owners who Cultivate, Communicate, Coach, and Compensate with skill will move from average to outstanding and reap the financial rewards.

A quick review of the game stats for the U.S. workforce shows that few employees are engaged (in their job, not to be married), most are unsatisfied, distrust management, and the result is poor performance that is costing hundreds of billions in dollars a year. Small businesses make up the largest employment sector and have much to gain in productivity and profits by implementing what I have named a PEAK PEOPLE SYSTEM.

This first section teaches how to Cultivate a healthy, positive, enriching, corporate culture so your business becomes a place where people grow to reach their full potential. I cover what a business culture is, why humans need one, the difference between entitlement and high-performance, and how you can create on purpose.

There are hard questions to contemplate and answer about purpose, passion, stewardship, and responsibility. There are important things to do including leading by example, visioning, and carefully choosing what to pay attention to so your business will become an exciting, positive, nourishing, highly productive place of work.

Don’t settle for average. Read this book and cultivate an exceptional, outstanding, peak performance culture!

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