marc rosenberg, author at 卡塔尔世界杯常规比赛时间 - page 8 of 41

want to be a partner? meet these 17 expectations

plus four super basics.

by marc rosenberg
the rosenberg practice management library

we’ve all heard the names given to various generations of people over the past century. the lost generation. the greatest (wwii) generation. the silent generation. baby boomers. gen x. millennials. gen z. though i don’t know of any studies on this, i’m quite sure that every generation of cpa firm ownership has complained – bitterly – about the younger generation.

more: five reasons not to make someone a partner | yes, you need another partner | what prospective partners should ask their firm | making partner: 15 steps to the buy-in | drive your profits with only four metrics
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baby boomers and gen xers love to complain that today’s staff don’t want to be partners. they cite this as a major reason why it’s so difficult to bring in new partners.
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five reasons not to make someone a partner

don’t ignore the red flags.

by marc rosenberg
the rosenberg practice management library

mostly, you’d have to be a fool not to want to be a partner. but being a partner isn’t for everybody.

more: yes, you need another partner | six big mistakes in succession planning | what new partners should know about buyouts | making partner: do the math | a crash course in the business of public accounting | making partner: what managers need to know | the 17 rules for making partner at a cpa firm
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the reasons listed below exclude issues not germane to this discussion, such as a desire to change careers, opportunities to join one’s family business or boredom with accounting. read more →

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do you really need another partner?

here are nine reasons why.

by marc rosenberg
the rosenberg practice management library

before we get too far, we must answer a basic question: why would a cpa firm ever want to make someone a partner in the first place? why would it want to share profits with more people?

more: six big mistakes in succession planning | what a firm needs from its leaders | comp: what new partners don’t know | there are two kinds of accounting firms | how to get promoted to manager | the 17 rules for making partner at a cpa firm
exclusively for pro members. log in here or 2022世界杯足球排名 today.

the short answer is that it must be beneficial to both the firm and the new partner. a win-win, as the saying goes.
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six big mistakes in succession planning

and three reasons staffers don’t want “in.”

by marc rosenberg
the rosenberg practice management library

accounting firms worldwide are dealing with an enormously difficult challenge today – one that has topped every firm’s list of critical issues since the turn of the century and will continue to be a high priority for years to come. the vast majority of firms struggle with it. failure to solve it causes hundreds of firms to merge out of existence every year.

more: what a firm needs from its leaders | what prospective partners should ask their firm | what new partners should know about buyouts | comp: what new partners don’t know | making partner: 15 steps to the buy-in
exclusively for pro members. log in here or 2022世界杯足球排名 today.

the “it” is, of course, succession planning, with difficulties rooted in a perfect storm of causes:
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new non-compete laws don’t affect cpa firms

non-solicitation is a different matter.

by marc rosenberg
the rosenberg practice management library

in july, president biden signed an executive order that made it more difficult for non-compete agreements, in general, to be enforceable. in illinois, a more restrictive version of this change is ahead of the curve, making it more challenging for illinois employers to enter into non-compete and non-solicitation agreements with employees. i have heard that new york and perhaps other states have done the same.

more: when cpa partner votes go wrong | why billing less may mean earning more | what smaller firms must do to become firms of the future | when managing partners can’t | don’t let exiting partners double dip | the 13 signs you have a partner problem | covid-19, adversity and innovation | how covid impacts partner retirements | three tough questions in partner buyouts | is mandatory retirement a best practice? | covid-19: how your firm can respond | reward partners for performing like partners
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for cpa firms, it’s much ado about nothing. i’ll explain why in a moment.
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evaluating the managing partner

they need performance feedback, too.

by marc rosenberg
the role of the managing partner

“a rabbi whose community does not disagree with him is really not a rabbi, and a rabbi who fears his community is not really a man.” – rabbi israel salanter, museum of the diaspora, tel aviv

more: grading your managing partner | why firms conduct performance evaluations of partners | top issues for millennial managing partners | the managing partner’s secret weapon | how a good managing partner impacts profitability | how a great managing partner impacts firm growth | compensation is no way to manage partners | clarify partner expectations | herding cats: advice for managing partners
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everyone needs feedback. unfortunately, many people in all walks of life, in both personal and business settings, avoid feedback because they don’t want to deal with the reality of the messages.
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what a firm needs from its leaders

“partner seniors” just won’t do.

by marc rosenberg
the rosenberg practice management library

a great episode from an old, award-winning tv show, “m*a*s*h,” is relevant here. the two stars, hawkeye and trapper, are captains and doctors serving in the korean war. they drive to a nearby military base on business. they have brought with them the timid but highly effective company clerk, corporal radar o’reilly.

more: what prospective partners should ask their firm | what new partners should know about buyouts | making partner: do the math | a crash course in the business of public accounting | making partner: what managers need to know | nine reasons people are promoted to partner
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the mischievous captains decide to stop at an officers’ club for a drink, but radar tells them he can’t enter because he’s not an officer. hawkeye, ever the schemer, comes up with a solution. he takes one of his captain’s bars and pins it on radar’s lapel, and the threesome enter the club.
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grading your managing partner

bonus: the 21-point managing partner evaluation form.

by marc rosenberg
the role of the managing partner

“a rabbi whose community does not disagree with him is really not a rabbi, and a rabbi who fears his community is not really a man.” – rabbi israel salanter, museum of the diaspora, tel aviv

more: why firms conduct performance evaluations of partners | the 14 trends crushing today’s accountants | 44 hard-earned tips from new managing partners | how to enforce the partner agreement | the 9 biggest merger pitfalls | 10 ways to hold partners accountable
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what prospective partners should ask their firm

also: what the firm should ask prospective partners.

by marc rosenberg
the rosenberg practice management library

this article should be read from the perspective of two different audiences: prospective partners and existing partner groups.

more: what new partners should know about buyouts | comp: what new partners don’t know | there are two kinds of accounting firms | how to get promoted to manager | the 17 rules for making partner at a cpa firm
exclusively for pro members. log in here or 2022世界杯足球排名 today.

prospective partners. well before accepting a partnership offer, prospective partners should ask basic, critically important questions to help them judge whether accepting it would be a smart decision.
existing partner group. well before extending a partnership offer, the firm should get its house in order to avoid being embarrassed by smart questions posed by partner candidates.

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why firms conduct performance evaluations of partners

5 types of evaluations plus a relentlessly thorough 16-question self-evaluation. feeling confident?

by marc rosenberg
the rosenberg practice management library

the classic purposes of a performance evaluation are:

to improve performance
to clarify what is expected of the individual and what is needed to advance
to provide management with information to use in making promotion and compensation decisions

more: what new partners should know about buyouts | comp: what new partners don’t know | how to get promoted to manager | the 17 rules for making partner at a cpa firm
exclusively for pro members. log in here or 2022世界杯足球排名 today.

the need for performance evaluations applies to partners as well as staff. contrary to what many partners may feel, partners can and must continually improve their performance.
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15 essential skills for managing partners

where do you spend your time? when is something “good enough”?

by marc rosenberg
the role of the managing partner

marie kondo is the bestselling author of “the life-changing magic of tidying up.” as a lifelong businessperson who came out of the womb highly organized, i enjoy practicing her methods, but i know they are elusive to many people.

more: the 14 trends crushing today’s accountants | 3 traits of the best managing partners | partner compensation: a potent weapon | how long should it take to make partner? | the managing partner’s role in mergers | five ways to evaluate partners | manage partners with goal setting | overarching authority that managing partners must have
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this article is my version of how business people, especially cpas, can learn to increase their efficiency and productivity by being better organized. beware: as with all self-improvement initiatives, you must start with the right attitude. you must truly want to be an organized person, not just say it or think it. then and only then can you be successful at tidying up.
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critical pieces of your new-partner agreement

firms: have you addressed all these items? be ready.

by marc rosenberg
the rosenberg practice management library

what is a partner agreement?

more: what new partners should know about buyouts | comp: what new partners don’t know | there are two kinds of accounting firms | how to get promoted to manager | the 17 rules for making partner at a cpa firm
exclusively for pro members. log in here or 2022世界杯足球排名 today.

according to nolo.com, “a partner agreement spells out the rights and responsibilities of the firm’s owners. without one, firms will be ill-equipped to settle or avoid conflicts because if certain key passages are missing or written improperly, the courts will intervene in ways that the partners may not like. a partner agreement allows the firm’s partners to structure their business relationships with each other in ways that suit their desires, needs, and preferences.”
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what new partners should know about buyouts

bonus: 28 main provisions.

by marc rosenberg
the rosenberg practice management library

this article summarizes key points that new partners should know about cpa firm partner buyout plans. if you want greater detail, you’re in luck. we devoted an entire book to the subject, cpa firm partner retirement/buyout plans.

more: comp: what new partners don’t know | making partner: 15 steps to the buy-in | drive your profits with only four metrics | how to create a path to partner
exclusively for pro members. log in here or 2022世界杯足球排名 today.

one of the benefits that new partners receive in exchange for their buy-in is that they will receive a buyout when they retire. this amount can be in excess of a million dollars at many firms. receiving a retirement buyout is one of the major reasons becoming a partner is so lucrative.
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