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growth, succession plans critical for firms

november 2, 2015

more from the rosenberg map survey.

they say “past results are no indication of future performance.” maybe. maybe not. but if anyone should know, it’s our panel of experts, their comments drawn from the new edition of the rosenberg map survey. these are their bullet points and comments, verbatim, looking back at the last 12 months and looking ahead to 2016. – rick telberg, ceo

by tamera loerzel
convergencecoaching

lessons from 2015:

capacity is the number one challenge in firms today. turnover, millennials working differently (and many leaving the profession) and succession all continue to impact capacity in firms. as mature partners with deep technical or industry expertise and rainmaking ability exit, firms are left with a gap that leaders have struggled to develop and replace at the pace they need to.

more on the 2016 outlook & forecast: cpa firm growth rates hit a wall | the five treacherous factors hobbling today’s cpa firm | sam allred: change agents needed | allan koltin on talent wars go from white gloves to boxing gloves | get the full report: the rosenberg map survey

growth continues to be a focus for firms and most firms are blessed with positive growth this year, including a combination of both organic and inorganic growth through m&a activity. the challenge is managing growth to ensure firms have the people – at the right levels with the right expertise – to serve the clients.

forecast for 2016:

talent wars go from white gloves to boxing gloves

october 28, 2015

by allan d. koltin

more from the rosenberg map survey.

they say “past results are no indication of future performance.” maybe. maybe not. but if anyone should know, it’s our panel of experts, their comments drawn from the new edition of the rosenberg map survey. these are their bullet points and comments, verbatim, looking back at the last 12 months and looking ahead to 2016. – rick telberg, ceo

by allan koltin
koltin consulting group

lessons from 2015:

the past 12 months have shown positive growth for most firms. it’s coming more in consulting and value added services.

more on the 2016 outlook & forecast: cpa firm growth rates hit a wall | the five treacherous factors hobbling today’s cpa firm | sam allred: change agents needed | tamera loerzl on growth, succession plans critical for firms | get the full report: the rosenberg map survey

there has been a lot of discussion regarding the three “big c’s” (compensation, capital and [deferred] compensation at firms). there has also been more rethinking of traditional bonus programs for staff…paying everyone something has become an entitlement (and doesn’t really leave enough for the stars) vs. just giving a bonus to those who “really hit it out of the park.”

the war on talent has gone from white gloves off to boxing gloves on. firms are also getting much better at

defining goals,
expectations of performance and
having leadership hold partners accountable for performance.

forecast for 2016:

when two partners isn’t enough and three is too many

october 27, 2015

by succession institute

the pitfalls of equity allocation and reallocation.

by bill reeb and dominic cingoranelli

i want to address the issue of equity – how it is commonly allocated to begin with, and then making adjustments to it over time.

for many firms, the idea in the beginning is that “all the partners are the same, so their ownership should be the same.” when the firm starts out with only a shingle, this is a very fair premise. so, for the sake of this column, let’s start out with a two-partner firm and build from there, talking through the common issues that arise in the area of distributing equity ownership.

more on performance management: develop your employees or suffer the consequences | cpa firm performance assessments: 15 core competencies, 21 questions | how to target what skills to develop now | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

start with two

the most common approach would be for the two partners to split the ownership 50/50. the reason why this often works so well is because the two people who join together often are brought together because of their complementary skills. for example one might be very technically competent and the other more marketing savvy. together they make a great team – one, without the other, is less effective.

develop your employees or suffer the consequences

october 21, 2015

by succession institute

every employee, for developmental purposes, needs to directly report to somebody.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

you may have established a competency model for your firm, but how do you use it to develop your people? let’s walk through what an action plan might look like to drive that development.

it is common for firms to have talented partners and principals. depending on the firm’s size and organization structure, things start getting fuzzier from a competence perspective from there on down the organizational chart.

more on performance management: cpa firm performance assessments: 15 core competencies, 21 questions | how to target what skills to develop now | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

for example, some firms have a strong management group with a gap in talent starting at the senior or supervisor level. others might experience their talent gap at the manager level because everyone who shows any self-starting initiative or promise is moved to a principal position early on. it doesn’t matter the size of your firm, you will likely be feeling a big gap or drop in talent somewhere in your organizational chart.

retreats are no place for clowns

october 5, 2015

by marc rosenberg

four bad attitudes that kill a partner meeting. plus notes on location and scheduling.

by marc rosenberg
cpa firm retreats

the success of any retreat depends upon active participation by the majority of the participants.

more on retreats: who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

participants will be less willing to speak up in any of these situations:

participants see the meeting as being primarily for the benefit of the one who leads it.
participants are intimidated by the way the leader conducts the sessions.
certain participants dominate discussions, using up a greatly disproportionate percentage of the “air time” of the group.
participants are intimidated because one or two partners, usually power partners, are always negative, repeatedly telling people “that will never work” or “we tried that years ago and it failed.”

all participants should be advised: “if you keep on being negative or insisting that ideas won’t work, then suggest a better way or shut up.”

keep scope creep and seep from hurting bottom line

october 2, 2015

by jody padar

bonus: a new breed of engagement letter.

by jody padar
the radical cpa

scope creep generally takes the form of new services being added once the project has started. typically, these are not properly reviewed and the team is expected to deliver them with the same resources and in the same time as the original scope.

the opposite of scope creep is scope seep. this is when the accountant or team volunteers to do extra work and take on extra requirements and issues. now of course the customer will never turn down “free help” and when this is done over and over, the customers quickly assume all of their issues they vaguely speak to you about are included in the price.

more on radicalism: the radical approach to bundling services | the radical approach to pricing | a radical close look at value pricing | get radical about pricing | six competitive advantages for the radical cpa | the market is moving toward the radicals | 5 radical transparencies; are you ready?

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because we’re afraid or not used to confronting uncomfortable subjects (ahem, pricing), too often we let them change a part of our project management. we really need to get solid on what a change request is and make sure that when change requests are implemented, that the required pricing comes with it.

cpa firm performance assessments: 15 core competencies, 21 questions

september 29, 2015

by succession institute

checklist: how to fine-tune your own firm’s performance management systems.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

when evaluating people within a firm, “relative importance” is a way to differentiate expectations regarding the same competency for various levels within your firm. we decided the best way to drill down even further into a competency model was to share some of the details of our competency model with you.

more on performance management:how to target what skills to develop now | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

it considers the following six levels within a cpa firm (each firm needs to choose whatever breakdown works best for them):

who should participate in a retreat?

september 28, 2015

by marc rosenberg

include the relevant folks – but no more than 15 unless you plan on breakout groups.

by marc rosenberg
cpa firm retreats

what to discuss at a retreat is important, but so is who will be doing that discussing.

firms naturally tend to limit participation to key people – the partners, plus professional staff such as the coo, firm administrator, marketing director and hr director – so that sensitive and confidential issues are more easily discussed. also, keeping the group small lends itself to better group participation and more fruitful discussions.

more on retreats: retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

on the other hand, there are benefits to involving others in the firm beyond the key people… if the objectives include five key items:
read more →

how to target what skills to develop now

september 22, 2015

by succession institute

bonus checklist: 12 competencies everyone in the firm needs.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

in discussing how to become a more effective people manager and developer, the first question we ask is, “what skills and aptitudes are you trying to develop?”

more on performance management: what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

in other words, just saying to someone, “you need to improve” is weak advice.

retreat logistics: how long, what kind?

september 21, 2015

by marc rosenberg

how often you gather plays a role.

by marc rosenberg
cpa firm retreats

the great majority of retreats i have facilitated over a period of 20 years have been one-and-a-half to two days long.

more on retreats:what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

consider these six factors when deciding the length of your retreat:

1. timing. resist the temptation to convene the retreat beyond a 9:00-5:30 or 8:00-5:30 work schedule. even though you may work many more hours than this back at the office, a retreat is different. most adults are not used to sitting in a classroom all day, and many find it quite draining. participants should be able to spend every minute of the retreat refreshed, sharp and engaged. so in planning your retreat, don’t count on more than 7.5 or 8 meeting hours per day. be sure to provide for an hour for lunch and two 15-minute breaks.

what having your employees’ backs means

september 8, 2015

by succession institute

why failure is a value proposition.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

i want to start by talking about the phrase “having your employees’ backs.” so what does this mean? simply that, as the boss, you will take the bullets publicly for your people’s mistakes. this is such a rare phenomenon that many of you have never experienced what i am referring to – a boss taking the heat for his or her people.

more growth & succesion: 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

most of the time, when problems are uncovered, company cultures are “at the ready” to quickly identify someone to blame regardless of the situation. in these organizations, those with exceptional cya skills are the most highly valued. no, i did not misspell this acronym as it was not meant to be cia (as in the government intelligence agency or certified internal auditors), but rather those good at covering their butts (i guess i should have referred to it as cyb).