checks and balances are key.
by bill reeb and dominic cingoranelli
as past success and personal development continuously demonstrate, organizations operate more effectively when people are managed. and since partners are people, rather than gods or superheroes, it makes sense that we put something in place to manage them as well.
more on performance management: accountability is for everyone | succession plan requirements | base retirement on today’s operations | how involved should retired owners be? | firms say what would change retirement pay | 4 ways to create more capacity | 7 succession questions to ignore for now | how partner ratings factor into equity | hazards of not reallocating equity | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management
with this general background in mind, let’s dive a little deeper into how a managing partner goal-setting process might work.
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