remember: strong levels of partner accountability lead directly to higher levels of firm profitability.
by marc rosenberg, cpa
accountability. a word that strikes fear (unnecessarily, i might add) in the hearts of partners.
we see this constantly in the free-agent age of professional sports. athletes sign a lucrative, long-term contract, and promptly start producing less. partners in firms are no different.
more marc: • 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 • 20 decisions for your firm’s new partner compensation committee • three ways to break partner gridlock in an accounting firm • what partners are entitled to, and what they’re not entitled to | how to make partner? • why accounting firm partners are “popping prozac like m&m’s” •
here are 10 good ways to achieve partner accountability. every one of these measures is time-tested and works well. some work better for some firms than for others. the key is not simply to provide for the accountability measure, but to do it well.
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