you searched for marc rosenberg - page 25 of 28 - 卡塔尔世界杯常规比赛时间

new rules: 13 items that should be in your managing partner’s job description

february 15, 2013

and 25 best practices to make a merely good managing partner into a great managing partner.

by marc rosenberg, cpa
author of “cpa firm management and governance.”

an increasing number of firms are asking: do we want the firm managed by a leader, which for a cpa firm is the managing partner, or managed by one or more committees of partners? the fact is, most firms are choosing a strong leader – the managing partner.

more on cpa firm leadership and management: what a managing partner is… and is not • when is it time to shift your firm from partnership-style to corporate-style governance? • de-bunking the myth about niche marketing for tax and accounting firms • practice development is no longer an optional activity • 10 good ways the achieve partner accountability • pick your partners right to begin with

but too many firms still lack a clear understanding of what a managing partner is. based on years of research, we have compiled a comprehensive managing partner job description. and we’re including the 25 best practices that make today’s best managing partners great.

managing partner job description read more →

what a managing partner is… and is not

february 9, 2013

by marc rosenberg

why some firms decide they don’t want a true managing partner.

by marc rosenberg, cpa
author of “cpa firm management and governance”

over the years, i have found that many firms lack a clear understanding of what a managing partner is. often, it’s a negative conception, caused by a bad experience at their current firm or a previous one. so, to avoid a repeat of these bad experiences, the partners decide either not to have a mp or to provide for the mp position with greatly limited authority and responsibility.

more on cpa firm leadership and management: when is it time to shift your firm from partnership-style to corporate-style governance? • de-bunking the myth about niche marketing for tax and accounting firms • practice development is no longer an optional activity • 10 good ways the achieve partner accountability • pick your partners right to begin with •

the points below clarify what a managing partner is and is not. read more →

when is it time to shift your firm from partnership-style to corporate-style governance?

january 31, 2013

by marc rosenberg

which is best for your firm?

by marc rosenberg
author of “cpa firm management and governance.”

cpa firm management styles generally fall into two categories: partnership and corporate. for the sake of argument, let’s use the terms “partnership” and “corporate” to describe management styles, rather than legal entities such as partnership, corporation, llc, etc.

more on cpa firm management and leadership for pro members [go pro here]: not every firm needs a general patton • overcoming the three biggest obstacles in succession planning at cpa firms • cpa firm merger “non-negotiables” • the “aha moment” in cpa firm leadership • leadership is overrated: it’s good management that makes successful firms • 40 great ways to improve firm profitability • four management metrics that fool even the best-run firms • 19 ways to improve accounting firm profitability • de-bunking the myth about niche marketing for tax and accounting firms •

in this article, we’ll:

define each style
compare the two styles’ pro’s and con’s
explain the concept of “rights”
explain the key duties of a partner in a corporate-style firm
when a firm needs to think about shifting from partnership to corporate

not every firm needs a general patton

january 28, 2013

by marc rosenberg

but leadership remains crucial to making things happen. by marc rosenberg, cpa the author of “cpa firm management and governance.” every firm asks the question, at one time or another:…

management philosophy of a cpa firm

january 21, 2013

by 卡塔尔世界杯常规比赛时间 research

what many firms get backwards.

by marc rosenberg, cpa
author of “cpa firm management and governance.”

i have used the flowchart you see here for nearly 20 years and it has not lost one iota of relevance in demonstrating how to effectively manage a cpa firm. its message is simple yet powerful.

most firms make the mistake of managing from the bottom of the chart, and try to work their way up. the firm is primarily managed by:

appointing a managing partner who usually is the guy with the biggest book of business but often is a lousy manager.
allocating income based on an “eat what you kill” mentality. the partners reason that altering the size of one’s paycheck is the best way to provide feedback to a partner which will, in turn, lead to improved performance.

there are many flaws to this management approach, a couple of which are: read more →

how to negotiate a cpa firm merger

january 14, 2013

by 卡塔尔世界杯常规比赛时间 research

this monograph guides you through all of the issues, considerations and details related to cpa firm mergers. author marc rosenberg, cpa, has frequently helped cpa firms assess the benefits of…

overcoming the three biggest obstacles in succession planning at cpa firms

january 9, 2013

by 卡塔尔世界杯常规比赛时间 research

hint: start linking it to compensation.

by marc rosenberg, cpa
author of “cpa firm succession planning”

it’s common sense that the key to succession planning is developing future leaders, a practice at which the vast majority of cpa firms billing under $15-million-a year struggle with.

more on cpa firm management and leadership for pro members [go pro here] : cpa firm merger “non-negotiables” • the “aha moment” in cpa firm leadership • leadership is overrated: it’s good management that makes successful firms • 40 great ways to improve firm profitability • four management metrics that fool even the best-run firms • 19 ways to improve accounting firm profitability • de-bunking the myth about niche marketing for tax and accounting firms • practice development is no longer an optional activity • 10 good ways the achieve partner accountability • pick your partners right to begin with • the first nine questions your partner team needs to embrace for optimal profitability • profitability and the value of strategic thinking • the five essential building blocks for creating a strong accounting firm • the seven signs of great leadership in a cpa firm • compensation issues for the new managing partner •

here are three tactics for developing future leaders: read more →

valuing your practice for partner retirements

january 8, 2013

by gary adamson

how to brace yourself for the “baby boomer bubble.”

by gary adamson, cpa

i think about the bbb a lot. no, this bbb is not the better business bureau; it is the baby boomer bubble. there is constant reference by the news media about the aging of the baby boomers but i for one did not know exactly what it meant. until i googled it.

what i found is not good news for the accounting profession. the bbb is 76 million of us born in the united states between 1946 and 1964 and we are fairly evenly spread through those 19 years. that means the oldest of this huge bubble are 4 million folks who turned 65 last year. and, we have another 18 years to go! read more →

cpa firm merger “non-negotiables”

january 4, 2013

by marc rosenberg

get the instant download: “merger must-haves checklist (pdf)”

by marc rosenberg

after many of you read this, you may think i’m talking from both sides of my mouth. but give me the benefit of the doubt and read on before making any snap judgments.

“non-negotiables” (others call them “must-haves” or “dealbreakers”) are the terms that the seller of a cpa firm feels he/she must have in order to do the merger. the extent to which the seller will insist on receiving his/her “must haves” is dictated by how the overall negotiations proceed. each side usually makes compromises; terms that initially were “must haves” often become “nice-to-haves” at the end of the day.

deciding your “must-haves” can be both a good thing and a bad thing at the same time. let me explain. read more →

the “aha moment” in cpa firm leadership

december 27, 2012

by marc rosenberg

are you leading, or merely managing or administering?

by marc rosenberg, cpa
author of “cpa firm management and governance”

when attending conferences, we love “aha” moments. those are moments when a speaker says something so profound that it causes a sudden understanding of a major issue and captures our imagination. we can’t wait to get back to the office, share it with our partners and start implementing the idea.

more on cpa firm management and leadership: leadership is overrated: it’s good management that makes successful firms • 40 great ways to improve firm profitability • four management metrics that fool even the best-run firms • 19 ways to improve accounting firm profitability • de-bunking the myth about niche marketing for tax and accounting firms • practice development is no longer an optional activity • 10 good ways the achieve partner accountability • pick your partners right to begin with • the first nine questions your partner team needs to embrace for optimal profitability • profitability and the value of strategic thinking • the five essential building blocks for creating a strong accounting firm • the seven signs of great leadership in a cpa firm • compensation issues for the new managing partner •

i had an “aha” moment not so long ago. the speaker was bob bunting, long time managing partner of regional firm moss adams, a leader in our profession par excellence. he delivered a very simple but powerful statement that described a value system at moss adams:

leadership is worth more than your billing rate.
management is worth your billing rate.
administration is worth less than your billing rate.

my take on this is: read more →

leadership is overrated: it’s good management that makes successful firms

december 18, 2012

by marc rosenberg

plus: a dozen deep thoughts on leadership vs. management in accounting firms. by marc rosenberg, cpa author of “cpa firm management and governance” while the differentiation of management from governance…