A good mix will offer a balance of similar problems and a variety of approaches. Digging in to how other types of companies would tackle, say, a personnel problem could broaden the vision of a traditionally staid accounting firm, for instance. They re run by consensus and hard to manage. This allows them feedback. One benefit of this type of format is commitment, Silverstein says.
Many accountants form voluntary advisory boards, but they fall by the wayside.
Paying a fee means commitment and usually includes camaraderie. A veteran of advisory board creation, TEC offers a similar program for larger companies. Many accountants know CEOs, and have them as clients, but they don t get into the same discussions. This is their opportunity to float ideas past other leaders and shrink their learning curve. But some accountants, like FERS Friedman, have chosen to cultivate their own relationships and maintain them without pricey organizations.