CPE & Event Calendar

No matter what role you play in your professional life, being able to command an audience--whether of one or of thousands--is an important skill. Public speaking, no matter how you slice it, is a practice that is worthy of attention. This workshop teaches you approachable strategies to improve your public speaking and presentation skills, recognizing that everyone comes with different comfort levels and experiences. There is no one-size-fits-all speaking style, and trying to force yourself into a specific presentation persona can be more harmful than helpful. Learn actionable tips to help you be more confident next time you need to take the proverbial (or literal) stage.

In 2020, 96% of the world’s largest 250 companies published reports on their sustainability performance in accordance with national and international standards.   Now many more companies are committing to sustainability, and Net Zero emissions in particular.   This creates a new responsibility and opportunity for HR leaders.   Staff must be trained in new policies, goals and procedures.  Executives need help as leaders in this new approach.  This one-hour course summarizes SHRM research into HR and sustainability, plus other expert sources and the instructor's own 30-year journey helping companies become more sustainable.   The course presents key concepts, tools and sources to help HR find its role.

This course corresponds to our Controllership series. This course is dedicated to exploring the traditional controller role and stepping out of the box to identify areas where the controller can continue to add strategic value to their organizations. Within this segment of our controllership series, we discuss the area of cash and investments and explore how the controller can move these responsibilities into more of a strategic role. In today’s world, the role of cash management is often a pivotal role in the organization. In economically difficult times, controllers may find that they spend a great deal of their time on understanding and managing the organizations' cash position. This is certainly important and, in some areas, can be seen as a staple of the lifeblood of the organization’s ongoing viability. This course takes a look at some of the typical objectives involved in cash management and then evaluates how those objectives can be further stretched into strategic pillars of the organization.  

The budgeting process can be a time consuming and frustrating process for accountants.  The constraints and pressures can lead to poor decisions in both the technical and human components.  This session will cover: Avoiding Budget People Issues:  Managing Budgeting’s Soft Side •    Financial plans have a technical component and human component.  We can resolve some of our budget issues by exploring the process’ human aspect.  This session includes a case study that measures an individual’s personality type and then explores how to use our strengths and weaknesses to create to a better plan.  

We all make predictions in our personal and professional lives.  We base our decisions to marry, buy a house, launch a new product or hire staff on expectations about the future.  In the past few years, research into improving predictions has advanced. We will look at this research and current best practices in forecasting to help us prepare better budgets and projections. 

Leaders naturally wield power and influence. But, to avoid the temptation of abusing power, leaders must apply ethical behaviors for themselves and others. Words, actions and deeds which demonstrate integrity and trust yield the credibility that make others want to follow ethical leaders. Betraying trust can destroy careers, whole organizations, and lives. This is why trust is a top prerequisite for principled and ethical leadership. Positive (and negative) influence is derived from the credibility trust brings. Ethical leaders who continually work to earn and keep trust reap enormous payback in all aspects of business including superior economic, competitive, and strategic performance.

In order not to perform an excessive number of audit procedures (over audit) auditors must perform procedures in order to determine in what areas are there weak internal controls that could result in a risk that the financial statements would be materially misstated and not be detected.  SAS No. 122, AU 300 – 499, Measuring Audit Risk provides guidance as well as required procedures that must be performed in every audit in order to determine the risk of material misstatement.  No longer can the auditor state that they assess the risk of material misstatement at maximum without having a basis for making such assessment.  As a result, the standards now require that the auditor make such an assessment of a material misstatement of the financial statement on every audit in order to have a basis for such assessment.  This program is an overview of the statement documentation requirements in assessing such a risk.

This is not your average CPE course--Part 2! In this second part course (which is equally fun and engaging), you will learn how to feel confident--even in highly stressful situations. You will learn new secrets to great health that take under 10 minutes per week, and you will learn how to know what is most important to you--so you can be happier and healthier in the long run. Tune in for techniques to relieve stress and tips on incorpating meditation into your daily routine. All of which will help improve your memory and overall mental health and wellbeing. In addition, you'll learn an unsurpassed method for making sure you stay consistent with actually implementing these methods in your daily life.

How do you raise your skills to the next level to master the Controller or CFO role?  Welcome to a course that provides insights that align the CGMA Competency Framework. The course will examine each of the areas: Technical, Business, Leadership and People to increase your competency.  How are your technical skills?  Are you a traditional accountant or have you learned to expand your technical skills to go beyond “what are the financial numbers?” to “why did these financial results occur?”  Are you able to use ratios to understand the business dynamics and the implications to change course or take corrective action?  Are the systems that you implement and operate best practices or merely stop-gap solutions? How are your business skills?  Can you set a vision? Can you develop a strategy?  Do you understand the macroeconomic environment of your organization?   Can you lead a major project to a successful conclusion?  This session will explore the role of business as opposed to tracking the results of the business. How are your people skills?  How good is your ability to influence others? How are successful are your negotiation skills?   How well can you communicate?  Are you a collaborator or a partner?  This section will help accountants understand that it is people skills that drive the overall success of the accounting operations. Finally, how are your Leadership skills?  Do you inspire staff or make them angry?  Do you know why your staff work for your company and you?  Do you understand what employees want from their position?  Do you know how to deal with a difficult staff person?  Can you lead difficult change?  This session will help you recognize what leadership truly is as opposed to what passes for day to day management.

Welcome to a course that makes the process of M&A easy to understand and easy to implement within your organization or your clients' organization. The course will provide an intensive overview of the M&A process. Focus will be on practical techniques to guide you through the M&A jungle and avoid the traps that have befallen many organizations.

When performing a financial statement audit, auditors have always been responsible for the detection of anything that would cause a material misstatement of the financial statements whether caused by error of fraud.  However, in the past the audit profession focused on material misstatements due to errors and more or less ignored the possibility of misstatements due to fraud.  Now, SAS No. 122, AU 240 requires significant documentation as to what the auditor did in order to determine if there any material risk of a misstatement of the financial statements.  This presentation is an overview of what the auditor is to document in there working papers on every financial audit as to the procedures they performed in order to determine the risk of a material misstatement.  If a material risk is discovered, they are then required to document what they did in order to determine if the financial statements were misstated.

The tools for managing performance and addressing misconduct are not identical. The failure to point this out to leaders has often resulted in the use of the wrong tool. Reinforcing good performance and securing improvements in performance requires skill in coaching employees, making effective requests, and providing effective feedback   This course provides practical knowledge and scripts for setting, communicating, and enforcing performance expectations, such that personal and employer liability is avoided.

This course is designed to equip HR leaders, managers and business owners with the knowledge and skills needed to effectively minimize conflicts in the workplace. Participants will learn about the various sources of workplace conflict, how to identify and address conflicts before they escalate, and how to implement effective conflict resolution strategies. The course will also cover topics such as communication skills, active listening, and conflict management techniques. By the end of the course, leaders will be able to create a more positive and productive work environment, reduce turnover, and promote employee satisfaction.

The objective of corrective action is to change conduct through teaching.  Corrective action may be sequential, out of order, repetitive, or not appropriate to take at all.  The action selected should reflect the type, frequency, and severity of the misconduct.  Changing conduct through teaching requires effective employee relations skills. This course provides practical knowledge and scripts for handling a wide array of sensitive misconduct situations with good judgment, such that personal and employer liability is avoided.

As discussed in the Association of Certified Fraud Examiners’ Occupational Fraud 2022: A Report to the Nations, 86% of all frauds are misappropriation of assets.  Why is the misappropriation of assets so large?  Because there as so many of them it creates many, many opportunities.  And the asset which is stolen the most?  CASH!  Because it’s easy to conceal and you don’t have to convert it.  During this presentation, the many, many different ways to misappropriate (steal) assets and which assets (besides cash) are most subject to misappropriation are discussed as well as how to recognize such and more importantly, how easy it is to prevent it!

How do you keep your team connected with the limitations of virtual meetings? Suddenly, it’s more important than ever for each member to understand and appreciate their differences; to see beyond the screen and see each other’s human-side to maintain trust. In this session, Tina Hallis, Ph.D., will explore the neuroscience of trust and why it’s critical for optimum teamwork. But more importantly, you will leave with specific strategies and tools that you can choose from to use with your people. 

A harmonious working environment is one in which people feel safe, seen, heard, and respected.  Critical to maintaining it are that employees have high self-esteem, are treated with respect, and work in a safe, non-violent setting.  This course provides practical knowledge and scripts on how to take appropriate action and deal effectively with discriminatory comments, sexual harassment, and threats and acts of violence,such that personal and employer liability is avoided.

Do you often hear people complaining about coworkers or other departments? Do you have talented people with the right skills who struggle to collaborate and cooperate as a team? You’re not alone. This can be a common situation when people’s values, beliefs and their approach to solving problems differ. The key is to help everyone understand that our differences aren't bad – they’re interesting and extremely valuable.  In this course, Tina guides you through tools and activities you can use to help your people (and yourself) broaden their perspective so they can more easily cooperate, collaborate, and communicate with the people around them. This program explores ways to help them connect, from personality assessments to team building activities. When coworkers or team-members understand each other better, it's easier to appreciate their differences.  

Auditors are required by Generally Accepted Auditing Standards to perform audit procedures to determine if the financial statements are materially misstated due to error OR FRAUD.  Unfortunately, in the past the profession has focused on misstatements due to errors and largely ignored to possibility of misstatements due to fraud.  While SAS No. 122, AU 240, Consideration of Fraud in a Financial Statement Audit sets forth the procedures that auditors are required to perform in each audit to determine if the financial statements are materially misstated due to fraud, this program presents a practical approach to making such a determination.  It’s not a substitute for the requirements in SAS 122, AU 240, but rather an informal supplement to the standard with some common-sense procedures which are designed from my over 30 plus years of directing fraud investigations.  After attending this session, you will more than likely never look at a financial statement audit the same way.

Unhealthy behavior in the workplace can create a drama-laden, hostile work environment, negatively impact productivity and increase turnover. When team members are focused on how they can one-up their counterparts or are fearful of their co-workers/leaders actions towards them – they are NOT focused on reaching your company’s goals.