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Episode 36:

Leading with Significance: How to Create a Magnetic, People First Culture

Joey Havens


The Upstream Leader’s Heath Alloway has a meaningful dialogue with Joey Havens, Managing Partner of Strategic growth at HORNE, about the difference between a “good” culture and developing a compelling people-first culture. The conversation hits some of the most pressing topics impacting the profession around people, flexibility, diversity, the fear of change, and much more. 

About the Guest

Joey Havens is the current managing partner for strategic growth at HORNE. He previously served as executive partner from 2012 to 2021, leading more than 1,800 team members while passionately living out his life’s calling to help others see and reach their full potential. Prior to being named executive partner in 2012, Joey served as the managing partner of healthcare services and the managing partner of government services.

Within the profession, Joey actively challenges the mainstays of public accounting. He advocates growing leaders faster using holistic approaches and intentional sponsorship. In addition to his weekly beBetter blog, he is the author of numerous whitepapers and articles, including Becoming the Firm of the Future published by the AICPA. He has co-authored four books during his career at HORNE. Joey is an active member of CPA Practice Advisor’s Top 30 Thought Leaders, where he works with other accounting professionals to help lead and shape the industry.

Joey is a frequent presenter/teacher/facilitator on creating a culture of belonging, strategic planning, leadership development and loves to teach young professionals the ABCs to Outstanding.

Highlights / Transcript

In this episode we discuss:
  • The emotional highs and lows during a firm leadership transition.
  • Why “good” culture is not good enough.
  • How HORNE transitioned away from traditional firm metrics to gauge success.
  • Fearless, unrivaled flexibility.
  • The opportunity for full-potential coaching.
  • The unexpected outcomes from the goal of over-recruiting by 10%.



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