non-equity partners: why have them?
10 sample provisions.
by marc rosenberg
partnership
6 questions for planning your succession
make your planning spell success.
by august aquila
are you attracting the new breed of equity partners?
7 tactics to address the “new normal.”
by domenick j. esposito
8 steps to great
is it time for a partner compensation tune-up?
6 questions to ask, 9 standards to follow.
by august aquila
what makes a great partnership
6 focuses for managing partners
plus 37 specific traits for evaluation.
by august aquila
what makes a great partnership
10 steps to transitioning to a new mp
plus 4 questions to answer if the mp is staying with the firm.
by august j. aquila
what makes a great partnership
one of the most difficult events that a firm faces is the transition of power from one managing partner to another, especially when it’s the first time.
more on great partnerships: 5 ways to keep your edge | 5 reasons that leaders fail | 11 things all partners must do | why partners need written goals | the 6-step plan for transitioning clients | fighting restraining forces | chemistry and mutual respect matter | great cpa firm partnerships begin with trust | the 4 best ways to use pre-retirement partners
exclusively for pro members. log in here or 2022世界杯足球排名 today.
knowing when to pass the baton and how to pass it are critical decisions every firm will have to make.
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structuring partnership and buy-sell agreements
a 20-point checklist.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
this service puts the accountant in the role of a mediator attempting to resolve conflicts and to serve as a facilitator to move things along to accomplish stated goals.
more on marketing: how to conduct business valuations and forensic investigations | yes, accountants can perform conflict resolution | how to counsel on retirement planning | investment clubs and how to counsel them | offering second marriage assistance | what you need to start a financial planning discussion | tax projections: how and why | how to raise client awareness of services
who needs this service
many businesses do not have shareholders’ or buy-sell agreements.
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10 winning traits of accounting firm leaders
bonus: 3 partners talk about what they learned on the way up.
by marc rosenberg
on staffing
let’s examine the look and feel of leadership at cpa firms.
more on staffing: what staff mentoring is and isn’t | staff need meaningful recognition | the importance of great bosses | do flexible hours help or hurt us? | why flexibility for staff works (and how) | the 12 reasons your staff hates your firm | 8 keys to keeping staff engaged | how to create a talent management strategy | what happened to the relevancy of the cpa profession? | staffing: what cpa firms are learning the hard way
i’m probably the millionth person to form a list of important leadership qualities, but i want to share what i have learned from working with cpa firms for over 20 years.
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five factors for measuring a partner’s value
if there aren’t goals, what do you measure?
by august j. aquila
what makes a great partnership
in an accounting firm, profitability is generally the result of the firm’s combined talents, business management skills, internal systems and value proposition to its core clients.
more on great partnerships: how and why to achieve partner unity | how you can get partners to change | why expectations must be defined | are you driving your best partners crazy? | 7 warning signs for your firm | the checks and balances your firm needs | don’t weed out the roses | back to basics: 25 ways to grow your practice | 3 ways to halt a poor leader | 8 questions that staff ask in a merger | 8 financial ducks to line up now
therefore, many factors must be considered when determining the value of a partner to the firm, for example:
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how and why to achieve partner unity
8 questions to determine your firm’s culture.
by august j. aquila
what makes a great partnership
i have worked with many firms in helping them build team unity, especially when the firm is undergoing a change in managing partner, merging or just trying to implement its strategic plan.
more on great partnerships: why accountability counts | fighting restraining forces | chemistry and mutual respect matter | great cpa firm partnerships begin with trust | the 4 best ways to use pre-retirement partners | work together better in 11 steps | drop politics, be accountable | what makes a successful strategic plan? | innovate or die
everyone knows that partner unity is one of the keys for overall success and sustainability. and, we know the benefits of having greater partner unity than the next firm – better client service, less employee turnover, superior profitability.
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when silence is golden … and not
a cautionary tale about commitment for partners-to-be.
by martin bissett
passport to partnership
ask yourself and answer these questions when considering the current and future “commitment” behaviors that you’ll employ.
more on the passport to partnership: what commitment means now | 13 steps to true commitment | when to ignore a white lie: a cautionary tale | communicate your worth and value | best practices for one-on-one communication | learn to read your firm’s culture | experts advise what partnership takes
1 – what is my first reaction to being asked to work outside of my normal hours?
what commitment means now
do you and your firm have the same perception?
by martin bissett
passport to partnership
the passport to partnership study collated a number of responses in a conversational style. the need for commitment is showcased below and was repeated many times in various different ways.
so many use us as a stepping stone and we’re now trying to determine who those are at the interview stage.
more on the passport to partnership: 13 steps to true commitment | how good is your network? | rfps: 7 things not to do | 5 ways to evaluate your communication | 7 levels of communication management | 5 ways to get buy-in for firm culture | partnership: competence is just the foot in the door
proof – if any were needed – that long-term commitment is not a given in the next generation of accounting professionals.
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13 steps to true commitment
what it means for partners.
by martin bissett
passport to partnership
rising from senior manager to partner often means being promoted ahead of our peers and contemporaries. it creates a gap in earnings, stature and influence compared to those who just yesterday were our colleagues on a level playing field.
more on the passport to partnership: how good is your network? | shift thinking from ‘we’ to ‘you’ | 7 mistakes to avoid when going after new work | why communication matters so much | 3 questions to evaluate your firm culture | competence: more than technical skills | are you partner material? maybe not
it can also mean that if we are coming into a firm from the outside, we are being promoted over people who have served at that firm for many years and understand the culture of the firm a lot better than we do right now. we may have to lead these people as the head of a department and if so, they’d better be on our side.
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