proper planning prevents poor performance.
by bill penczak
we have all heard the term, “working in the business” instead of “working on the business.” i would suggest that most managing partners and senior leadership fall more into the “in” than the “on,” given staff turnover, busy season deadlines, exhaustion, and advancing years of many managing partners.
more: the great resignation: five reasons accountants are quitting | five tips for better decision-making | your marketing sucks: six reasons why | five global cpa leaders: four survival strategies | are you too generous with your write-offs? | it’s time to herd your highly compensated cats | nine smooth moves to build client satisfaction | five tough questions for these tough times | i started a consulting practice the first week of march 2020
i’ve endured enough management committee meetings during which the course of conversation leans more heavily towards rat-holes than addressing key firm issues of people, technology, quality, risk management, and growth. at the end of the day, every decision you make as managing partner foots back to one of those areas. deciding on the venue of the holiday party does not fall into that category.
peter drucker, the famous management consultant, summed it up succinctly: management is doing things right; leadership is doing the right things.
here are six ideas that managing partners should contemplate when it comes to running an effective and engaged firm:
to read the full article
