…houillon; randy johnston; rita keller; roman kepczyck; allan koltin; mark koziel; greg kyte; rene lacerte; taylor macdonald; teresa mackintosh; barry melancon; james metzler; jay nisberg; jody padar; marc rosenberg; donny…
except when it affects themselves.
by marc rosenberg
author of how to bring in new partners
partner accountability addresses what is expected of each partner, how partners will be managed so that the expectations are met and what the consequences will be for failure to meet these expectations.
i have interviewed hundreds of partners on partner accountability. i frequently ask them if they would like the firm to have partner accountability. the most common response i get, somewhat apocryphal, is: “yes, i’m all for partner accountability (long pause) as long as it doesn’t affect me!” read more →
including: managing partner evaluation forms, parts 1 and 2.
by marc rosenberg
cpa firm management & governance
this is really an upward evaluation. like all upward evaluations, people evaluating the managing partner should be limited to those in a position to offer informed input. this means that at firms of fewer than 10 to 15 partners all the partners will probably want to participate. but once a firm gets beyond 10 to 15 partners, an increasing number of partners may not be in a position to respond to the evaluation factors listed in the form.
more cpa firm management & governance: 18 things partners owe their firms – and each other | 17 ways to measure a partner | how the structure of an accounting firm changes through the years | congratulations! your firm needs a human resources director | the 19-point marketing director job description | checklist: how the best managing partners and firm admins work in concert | 21 questions for managing the managing partner | no partner vote needed: 17 decisions best left to the managing partner alone | new rules: 13 items that should be in your managing partner’s job description | when is it time to shift your firm from partnership-style to corporate-style governance? | not every firm needs a general patton |
firms with management or executive committees may wish to limit the evaluation to the partners on those committees.
once you have decided who will be allowed to participate in the evaluation, each partner should complete the evaluation forms. read more →
ask not what you firm can do for you…
true partners start by asking themselves what they can do for the firm. and, of course, that means what they can do for their other partners, after studying more than 700 firms and canvassing almost every year for the last 14 years, marc rosenberg has some ideas. eighteen to be exact. read more →
by marc rosenberg
cpa firm management & governance
one of the most common agenda items at partner retreats is the question of what it means to be a partner in the firm.
more cpa firm management & governance: 17 ways to measure a partner | how the structure of an accounting firm changes through the years | congratulations! your firm needs a human resources director | the 19-point marketing director job description | checklist: how the best managing partners and firm admins work in concert | 21 questions for managing the managing partner | no partner vote needed: 17 decisions best left to the managing partner alone | new rules: 13 items that should be in your managing partner’s job description | when is it time to shift your firm from partnership-style to corporate-style governance? | not every firm needs a general patton |
so, what is a partner? here are 17 metrics. read more →
a new generation takes over the corner office. join the survey, get the results.
by rick telberg
卡塔尔世界杯常规比赛时间
the same generational shift that has the accounting profession fretting about succession, mergers and millennials is also wreaking havoc in another sector of the firm: the office of managing partner.
by one 卡塔尔世界杯常规比赛时间 study of a fairly typical global association of firms, roughly 25% of the managing partners now serving have held the job for two years or less. in a business that measures job longevity in decades, two years represents rookie status. considering the advance of age and consolidation, we estimate that within another five years 80% of today’s firms will be under new management.
this new generation of managing partner is bringing new energy and new ideas to the profession. but that hardly makes up for the lack of executive leadership training and experience of the new class of ceo. mistakes are sure to follow: making big decisions too quickly, or too slowly; misunderstanding the business drivers or looking at the wrong ones entirely; failing to make the right relationships with the right people, or maintaining bad relationships for too long.
卡塔尔世界杯常规比赛时间 is canvassing practitioners across the nation and in firms of all sizes to sift out some of the best advice we can find for the rookie managing partner. join the survey, get the results.
and so far, we’re getting an earful. read more →
with 18 key clauses and 24 essential ingredients.
by marc rosenberg
cpa firm management & governance
a partnership agreement contains clearly defined terms and conditions of the firm including, but not limited to, each partners’ responsibilities, their pay and their roles within the business. it also includes rules and regulations that are to be followed by the partners in the business. it is essential for a cpa firm to have a partnership agreement, regardless of how collegial and friendly the partners are with each other.
more cpa firm management & governance: how the structure of an accounting firm changes through the years | congratulations! your firm needs a human resources director | the 19-point marketing director job description | checklist: how the best managing partners and firm admins work in concert | 21 questions for managing the managing partner | no partner vote needed: 17 decisions best left to the managing partner alone | new rules: 13 items that should be in your managing partner’s job description | when is it time to shift your firm from partnership-style to corporate-style governance? | not every firm needs a general patton |
a partnership agreement can prevent potential future disagreements that could occur pertaining to the objectives and responsibilities of the firm.
a number of years ago, i was engaged by the managing partner of a firm to draft their first-ever partnership agreement. the firm had three partners: the 57 year old founder, who was a dominant, rainmaking managing partner, and two other younger partners who performed at a much lower level than the founder. read more →
the dysfunctional partner team and three ways to get them back on track.
you’ve tried management by committee. and by now, you know it doesn’t work. in a new analysis of cpa firm management practices, marc rosenberg finds, “management by committee rarely works.”
there must be a better way. and, yes, there are a few. here is a five-point spectrum of approaches that firms use to make decisions. one of them may work for your firm.
when to re-organize your firm’s management structure.
by marc rosenberg
cpa firm management & governance
firms may operate for years without much structure, enjoying happiness and profitability. then, seemingly overnight, the firm “hits the wall.” growth slows or stops. staff turn over. systems become inefficient. profits stagnate. for many firms, the “wall” is at the $6 million to $8 million annual revenue mark, while others don’t experience the slowdown until revenues approach $10 million.
roberto goizueta, ceo of coca cola in the ‘80s and ‘90s, described this perfectly: “challenging the status quo when you have been successful is difficult. if you think you will be successful running your business in the next 10 years the way you did the last 10 years, you’re out of your mind. to succeed, we have to disturb the present.”
the cure for this malady is to get organized.
in this report:
the right way and many wrong ways that firms handle non-equity partner strategies.
a new analysis of data in the current rosenberg map survey shows that the number of firms adopting non-equity partners is surging. some 78% of firms over $20 million now have non-equity partners, as well as 61% of firms from $10 million to $20 million.
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|
percentage of firms with non-equity partners
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|||
|
|
> $20m |
$10–20m |
$2–10m |
all firms |
|
2012-2013 report
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78% |
61% |
39% |
46% |
|
2008-2009 report
|
47% |
33% |
37% |
|
in this report by marc rosenberg:
now what?
that’s what a lot of successful firms are asking these days.
as more firms grow, merge and consolidate – and as hr and payroll rules and regs proliferate – it’s no small decision.
after studying hundreds of cpa firms and distilling their best practices, marc rosenberg, author of “cpa firm management and governance,” compiled this handy 15-item checklist of responsibilities and duties for 卡塔尔世界杯常规比赛时间.
more strategies for growing firms: 12 best practices for a cpa firm compensation committee | the 19-point marketing director job description | billable hours for partners: how much is too much? | charting the evolution of the firm administrator | checklist: how the best managing partners and firm admins work in concert | 25 managing partners list best profitability ideas in 7 key areas | two cpa firm committees that need explaining: management and executive | ten-point job description for the firm administrator or coo |
with more firms adopting a compensation committee system to sort out a partnership’s touchiest issues, marc rosenberg provides a 12-item checklist of best practices.
the list covers how to frame the committee’s mandate (“full reign”) to how its decisions should be treated (“no appeals. no approval needed.”). read more →
the post of marketing director is fast evolving in the accounting business. it is becoming more essential and more professionalized. but few firms have experience in marketing and so find it challenging to determine exactly what they need and want – and what to expect. here marc rosenberg, cpa, author of “cpa firm management and governance,” provides a checklist of the duties that the best firms in the business routinely consider. read more →
talent crunch the complete guide, with bonus toolkit
second edition
by marc rosenberg
$305.00 – $445.00 learn more
updated & expanded. by marc rosenberg, cpa, with kristen rampe, cpa
including bonus toolkit
$305.00 – $445.00 learn more
unleashing partner super-powers just about everything you need to know
by august j. aquila
strategic planning created for firms committed to making their next meeting a game-changer
$305.00 – $350.00 learn more
the do's & don't's marc rosenberg's step-by-step instructions, tips and traps, do's and don't's, best practices and worst nightmares. with tables, charts, illustrations, case studies, and checklists. all in plain-english.
$305.00 – $350.00 learn more
newly updated and expanded new second edition: updated and expanded. three new chapters. new bonus toolkits.
by marc rosenberg cpa
$305.00 – $445.00 learn more