509 search results for "by marc rosenberg"

if the executive and compensation committees aren’t one and the same, they at least should have heavy overlap.

by marc rosenberg
the role of the managing partner

does compensation motivate partner performance?

i’ve done a lot of research on this over many years. the short answer: yes, money motivates performance, but it’s often not the best motivator.

more: the managing partner’s secret weapon | how to enforce the partner agreement | the 9 biggest merger pitfalls | 10 ways to hold partners accountable | make sure partners focus on two things | how the managing partner manages the partners
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the managing partner can best impact partner performance by the following:
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what do they want most? challenging work. surely you must have some.

by marc rosenberg
the rosenberg practice management library

firms have two levels of expectations of new partners. many firms aren’t consciously aware of these alternatives, but they exist nonetheless, and they are quite different from each other.

more: how to get promoted to manager | how to create a path to partner | making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner
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expectation 1: the new partner is qualified for the job.

new partners must drive the firm by

• increasing revenue by bringing in new clients
• retaining clients and expanding services to them
• developing staff, helping them learn and grow
• providing proactive, world-class service to clients
• having the leadership skills to take over the firm from existing partners

if new partners don’t do these things, then they don’t fully perform like partners.
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partners should be allowed to work past mandatory retirement age only if they continue adding value to the firm. also: six agreement provisions that often are outdated.

by marc rosenberg
the role of the managing partner

when the managing partner’s job is discussed, their role in the firm’s partner agreement is rarely mentioned. perhaps in the overall scheme of things, it’s not as important as revenue growth, profitability and staff development, among many others. but it’s still critically important.

more: how long should it take to make partner? | 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 | exceptional managing partners offer their advice
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if there is one person in the firm responsible for safeguarding the firm’s assets – its clients, people, proprietary data and practices, reputation and value – it’s the managing partner. and the most important way he or she does that is by enforcing a solid partner agreement.
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your top candidates might not want to wait.

by marc rosenberg
the role of the managing partner

accounting today published a very interesting piece of research titled “the long path to partner.” the polling question: how many years does it take to make partner at your firm?

more: how a good managing partner impacts profitability | the 9 biggest merger pitfalls | 10 ways to hold partners accountable
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the results:

• less than 5 years: 9%
• 5-7 years: 12%
• 8-9 years: 12%
• 10-13 years: 30%
• more than 13 years: 17%
• don’t know: 20%

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bonus: 12 questions to ask of staff.

by marc rosenberg
the rosenberg practice management library

cpa firms have many different titles or positions. we’ll address the most common:

• staff
• senior
• manager

more: how to create a path to partner | making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner?
exclusively for pro members. log in here or 2022世界杯足球排名 today.

i often use the term “staff” to refer to anyone who is not at the partner level. this is different from a “staff-level” associate, who typically has only a few years or less of experience in public accounting. this post addresses what it takes to advance from staff to senior and from senior to manager.
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… and measure staff performance along the way.

by marc rosenberg
the rosenberg practice management library

there are many ways to measure the performance of staff on the path to making partner.

more: making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner?
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as is my style, i will present far more measures than most firms actually use. but i doubt you’ll perceive any of the methods here as unimportant. they are not listed in any particular order of importance. read more →

10 best practices.

by marc rosenberg
the role of the managing partner

i have compared a “true” managing partner to an administrative partner. both are important positions. both share many common duties and expectations. but true managing partners are more valuable because they function like corporate ceos and thus make a bigger impact on the firm’s overall performance than admin partners.

more: the 9 biggest merger pitfalls | 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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these three duties differentiate true managing partners from admin partners. true managing partners

1. manage partner performance and behavior
2. hold partners accountable
3. drive the firm’s growth and profitability

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