ineffective management is hazardous to your firm’s health

9 warning signs, plus 4 things a managing partner should not be.

by domenick j. esposito
8 steps to great

hard to believe but every year there are a number of small and midsized cpa firms that either “die on the vine,” break up or merge up as “damaged goods” if a well-run firm is willing to take them on.

more on strategic planning: why do we accept poor new business results? | is it time to manage your receivables like a real business? | mine vs. yours vs. ours | 22 things leaders must do | 21 questions to help unlock accelerated growth | m&a candidates: valuations and vetting | ai likely to accelerate merger mania
exclusively for pro members. log in here or 2022世界杯足球排名 today.

why is it that so many firms continue to spiral into a slow death? it’s because they are aware of the danger signals but little, if anything, is done about them or because they are not paying attention to the warning signs including the following:

“the inmates are running the asylum.” disgruntled partners are doing their own thing. the staff see it and they begin to disrespect partners and are indifferent to firm protocols and policies.
the partnership agreement does not require tight corporate governance.
the partner compensation plan is not designed to handsomely reward high performance.
the firm is undercapitalized and too dependent on bank debt to pay monthly draws and year-end distributions.
there is poor quality control and risk management that creates a poor reputation, at best, or mounting litigation, at worst.
the firm is unable to attract and retain the next generation of partners.
there is no effective and realistic succession plan.
there are many ineffective and/or unproductive partners and as a result the firm metrics are out of whack.
senior partners aren’t playing as a team. instead of firm first, it is “every man/woman for himself/herself.”

why do these things happen at a firm? usually it’s because the firm management, particularly the managing partner, is unable to make the tough decisions and cut them off at the pass.

“control your own destiny or someone else will.”
– jack welch

does your firm have some of these symptoms? if yes, there still may be time for you to do something about it. it starts by evaluating the effectiveness of your managing partner, because without an effective managing partner, a firm runs the very real risk of failure.

at small and midsized firms, many leaders “grew up” in small firm environments and have little understanding, if any, of what it takes to operate a successful firm and what the managing partner’s objectives and job responsibility are.
so, let’s begin there.

what an effective managing partner must do

an effective managing partner has to set the tone at the top and, when necessary, make the tough decisions that are required to keep the firm viable. he/she has a very big impact on the firm’s culture, behavior and compensation of the partner group. being a cpa firm leader requires a person to walk the talk, to lead by example, “to do as i do, not as i say.” it’s a very challenging and daunting responsibility. as a leader, every word a managing partner says and every action taken has a tremendous impact not only among the partner ranks but also throughout the firm.

followed by what an effective managing partner is not, the following summarizes the key objectives and job responsibilities of a firm’s managing partner.

key objectives

be the shepherd, or orchestra leader or quarterback, if you prefer, of the partner group.
create a one-firm, firm-first culture, implement firm procedures and policies, and instill best practices in areas such as communication, business growth, cost controls, etc.
instill strong corporate governance.
drive revenue and profitability.
protect the firm from significant risk.this requires that the managing partner makes sure that staff and partners are appropriately trained, evaluated, adhering to firm policies and appropriately analyzing risk from a perspective of client acceptance, as well as client continuation.
strive for a one-firm, firm-first philosophy. this requires partners thinking “our clients” not “my clients.”
be actively involved in the community by attending events, joining boards of directors of nonprofit entities, and being active leaders in these organizations.
mentor future leaders.this requires constant communication with partners and staff, assisting partners in setting their goals and how they can improve themselves, as well as the firm, and evaluating those partners against goals that were agreed to in the year-end evaluation and goal-setting meetings at a minimum of twice a year.
commit to growth through industry specialization by building expertise, effectively going after target clients and providing value to existing clients.
ensure that partners and staff are providing world-class client service by having a pulse on the key clients and the services being provided. this includes taking an active role in client service and communication plans.
communicate within the community, partners, staff and clients by maintaining a positive and enthusiastic outlook while dealing with both good and bad news effectively and in a timely manner.

key job responsibilities

design and develop a strategic plan, incorporating the firm’s strategic goals, and directing its development and implementation.
oversee short- and long-term financial condition while maintaining appropriate profitability.
ensure that all partners and staff understand the firm’s financial goals and that day-to-day decisions are made consistent with these goals.
lead all partner meetings, which should be held monthly.
oversee industry practices by monitoring leaders and industry group performance. build industry expertise where needed.
ensure compliance with firm policies regarding capital expenditures and operating expenses and oversee, monitor and control operating expenses consistent with firm policy.
ensure proper utilization of firm administrative management and information systems.
function as the major spokesperson with major business organizations and publications.
maintain relationships with leadership at other cpa firms (potential combination targets) and focus on providing services they cannot provide.
resolve major client disputes consistent with the best interest of the firm. obtain legal counsel on all significant disputes.
implement and maintain effective client billing and collection policies and procedures consistent with firm policy.
monitor client billing and collection results to ensure compliance with firm billing, collecting and work in progress (“wip”) policies and protocols.
seek laterals who can beef up bench strength and diversification.
monitor individual partner and manager fee realization versus plan and recommend actions to address negative variances.
actively participate with partner goal setting and monitor progress throughout the year; key objective is to provide for long-term viability of the firm through the growth of new partners and the maturation of existing partners.
oversee client transition and succession planning for retiring partners.
foster partner involvement in firm social functions and support personnel recognized for outstanding service in the community.
make sure that client accounts are handled in the most effective and efficient manner with the appropriate client service team.

what an effective managing partner is not

the #1 biller among the partners: it is someone who also isn’t the partner with the highest billable charge hours. while a successful managing partner usually carries a very small client load to stay grounded in client service and to remain credible with the partner group, billings and chargeable hours are truly a very small part of the job. a managing partner’s clients are the partners – giving them the opportunity to maximize their strengths while minimizing their weaknesses. a managing partner has to be readily available for big opportunities or problems and is someone who creates an environment of trust among the partners.

someone who comes from outside the existing partner ranks: that’s too risky, particularly if someone comes from outside of the professional services firm environment. i don’t know of one situation in which such a tactic has been successful at one of the top 100 firms. the “outsider” obviously doesn’t know the firm’s history or culture or the partners’ individual strengths and weaknesses. the “outsider” also isn’t attached to the firm’s vision and strategic plan. please stay away.

two partners functioning as co-managing partners: often, in the spirit of political correctness, it is not unusual for firms to select co-managing partners. it’s a safe decision that doesn’t offend quality partners who compete for the position.

while from time to time this kind of arrangement works, many times it doesn’t and is therefore a step that should be taken with lots of caution. too often firms with co-managing partners are plagued with inaction or conflicting directions with little, if any, consistency on strategy. if co-managing partners could be avoided, i encourage firms to take the bold step and the tough decision – select the right person for the job today and make sure that you do the best to retain the other contender(s) for the position. i acknowledge retention is not very easy to accomplish. so, the best advice i can give is to avoid a scenario like this completely by being very clear as to the characteristics a firm is looking for in a managing partner – then go for it.

a part-time committee: firms can’t operate by part-time committees. a firm needs to make decisions and move on. sure, a firm needs oversight committees such as a management committee or an operations committee to provide oversight and direction to the day-to-day operations. a firm also needs an executive committee for corporate governance, partner matters and strategy. but a firm can’t possibly prosper if the key leadership role is delegated to a part-time committee that reacts to situations when time permits. it’s a recipe for disaster. no one is steering the ship, thinking about strategy and the future while, at the same time, making sure that the necessary blocking and tackling is being tended to. this is important to make sure the firm is operating on all cylinders and is delivering on its metrics and performing high-quality services.

in conclusion

many firms select a new managing partner from their ranks at an age somewhere between 45 and 53. candidates are usually excellent client relationship partners with substantial client service responsibilities. the thought of giving up a substantial portion – if not all – of the client relationships that have been developed over years of service is very scary to many.

for sure, there is a risk in being a managing partner. candidates ask, “what happens if i’m not successful? in the spirit of trust, i lose most of my client responsibilities and begin to lose touch with my outside referral sources. i’ll have nowhere to go but to exit the firm when i’m no longer managing partner.”

this is a very real concern and i have found many firms do not want to recognize the severity of the concern. instead firms say, “trust us” and while that is easy to say, history has found that this trust has been misplaced.

my advice is that firms consider “protecting” the managing partner with an agreement – with compensation, severance and enhanced retirement provisions – that ensures employment for two or three years after the person steps down as managing partner. while this is rarely done in today’s world, i suggest that the lack of such an agreement could very well be one reason a firm has difficulties in attracting effective managing partners and, as a result, is unable to remain a viable firm.

firms need to be very careful in selecting their managing partner. the goal should be to ensure a high probability of success. that’s not only good for the managing partner, it’s also good for the firm and for future managing partners.

today, more than ever before, the managing partner is the quarterback in a firm. don’t shortchange the importance of the role. i have seen too many firms fail when the managing partner is ineffective. it’s usually the beginning of a slow and torturous death.

posted on october 25, 2018

dom esposito

about the author

domenick j. esposito was the ceo of grant thornton, vice-chair of bdo, and national growth director at cohnreznick.

he is the author of "8 steps to great: the eight essential strategies driving success at the world's largest cpa firms. and how to apply the lessons at firms of all sizes," published by 卡塔尔世界杯常规比赛时间.

a life in public accounting

in 2016, esposito, then a former ceo of bdo, moved from a 46-year career in public accounting into the next phase of his professional life – consulting to cpa firms, launching a boutique advisory firm, esposito ceo2ceo, that provides advice to ceos, managing partners and other senior partners of cpa firms focused on the mid-market throughout the u.s.

with the launch, esposito authored “8 steps to great," a guide for ceos, managing partners, and other senior partners on how to move their firm to the next level.

cohnreznick national growth director

esposito was one of the most qualified individuals in the country to advise cpa firms on growth and profitability. through 2015, he was national practice & growth director and an executive board member of cohnreznick, llp, a mid-market sustainable brand and the tenth-largest cpa firm in the united states. he oversaw cohnreznick’s go-to-market industry specialization and consulting and advisory service lines. he was also intimately involved in the firm’s mergers and acquisitions and strategic and tactical activities for its public company and capital markets initiatives. dom joined the predecessor firm of j.h. cohn in 2002 as the chief operating officer and executive board member.

dom was also an independent director of ethan allen interiors inc. for several years (through 2014), dom was a member of the nasdaq listing and qualifications committee to the organization’s board of directors. he formerly served as the leader of the new york state society of cpas committee for large and medium-sized firms practice management. he also was an adjunct accounting professor at c.w. post/long island university.

bdo and grant thornton

through october 2002, dom was vice chairman at bdo, a mid-market sustainable brand and the seventh-largest international accounting and consulting firm in the u.s., with almost 50 offices and 3,400 employees. during his brief time with bdo, he was responsible for the alliance distribution network (at the time consisting of over 80 cpa firms, 10 law firms, and 25 consulting firms). he was also responsible for attracting and servicing a number of clients.

from 1979 through 2001, dom was with grant thornton, another mid-market sustainable brand and the sixth-largest international accounting and consulting firm in the u.s., with over 50 offices and 4,500 employees. he joined grant as an audit manager, became a partner in 1981, led the long island office from 1984 to 1986, became assistant managing partner of the new york office in 1986, and from 1988 to 1999, led the new york office. in 1999, esposito became a regional managing partner and for two years, through 2001, was the firm’s chief executive officer.

cpa, partner, mba, leader, influencer, media celebrity

between 1996 and 1998, and while he was ceo, esposito was on the partner board and was also on the board of grant thornton international – the worldwide umbrella organization. in these capacities, he developed strong experience in strategic thinking and execution, international relationships, corporate governance, partnership matters, branding, expense control, client relationships, and new business development.

as ceo, he took grant thornton to record earnings, consummated the largest line-of-business sale in the firm’s history, developed a major joint venture with axa financial, and made the largest practice acquisition in the firm’s history. from 1969 to 1979, esposito was with price waterhouse (now pwc), servicing ibm when he was promoted to manager in 1976.

dom was a cpa, has been quoted in national and local media, and has appeared on radio and cable tv.

esposito also testified before the securities and exchange commission.

he received his m.b.a. from st. john’s university and his b.s. from ferris state university. accountingtoday, one of the leading trade journals for the accounting profession, named esposito one of the most influential people in the profession for two consecutive years.

he passed away in 2021 at the age of 74.

click here for more by dom esposito