managing partners: how to elect them… and fire them

midsection of businessman moving out with cardboard box from officeand why a five-year term is ideal.

by bill reeb and dominic cingoranelli

often, firms elect a managing partner with a majority vote, but to dismiss a managing partner within their elected term requires a higher vote, commonly two-thirds of the equity vote. in some larger firms, the people running for managing partner might not be eligible to vote in this process, but in many others, everyone can vote.

more on performance management: the job of managing partner: empowered or emasculated? | how the best managing partners turn ideas into reality | make accountability a process | accountability requires clear expectations | base retirement on today’s operations | how involved should retired owners be? | how to find a partner’s replacement

the reason why everyone should be allowed to vote is simply that the smaller the firm, the more likely that removing the candidates being considered for the position puts too much control in the minority ownership of the firm. for example, consider the following six-partner firm scenario:
read more →

should the managing partner be the highest paid partner?

businesspeople standing atop 5 stacks of coinsit depends, and not on what role you play.

by marc rosenberg
partner comp: art & science

there  are  two  responses to the headline question. first, there is no automatic rule or customary practice that says the managing partner shall be the highest paid partner.

more on partner compensation: how large and small firms allocate income | integrating partner comp with strategic planning | partner pay: the declining importance of book of business | 3 non-performance-based comp systems | 3 subjective compensation systems | what partners earn and how they earn it | why most partner comp systems are performance-based

second, it depends on how the mp’s overall performance compares to other partners. firm management, originating clients and the size of one’s clients under management (“book of business”) are far and away the factors that earn the most income for a partner.

here are illustrations of various scenarios:
read more →

payroll workers still on a roller coaster

cpatrendlines jobs report tiltindustry employment rises, with women seeing huge gains.

what it takes to succeed in today’s profession:
join the survey; get the answers

by 卡塔尔世界杯常规比赛时间

industry hiring is moving ever higher but wages aren’t keeping pace, according to new 卡塔尔世界杯常规比赛时间 research.

sole practitioner joshua giminez of fair winds tax and financial and columbus counted himself among those in a the latest 卡塔尔世界杯常规比赛时间 survey probably willing to consider a new job and keeping his eyes open. “opportunities to increase my income level abound,” he explained.

numbers are growing in nearly all sectors of the tax and accounting industry, with women in particular advancing 5.9 percent annualized and even higher in cpa firms and payroll.

yet, payroll remains volatile. workers are finding more opportunities, with 9.7 percent growth, but hourly pay for staff is off by 6.6 percent.
read more →

6 ways to pay partners

paying for performance alone doesn’t always work.the number 6 made from dollar stacks

by august aquila
creating the effective partnership

many of us, including myself, thought that the right compensation plan would solve the answer to underperformance and motivation. over the last 10 years or so, firms have moved from a formula-based plan to a pay-for-performance plan that takes into consideration

  • production,
  • business development,
  • value enhancement and
  • behavioral factors.

more on leadership for pro members: work together better in 11 steps | 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

while this has helped place more emphasis on performance, it hasn’t been a magic bullet. why are so many firms still missing the boat when it comes to motivating partners and staff to perform at a higher level?
read more →

how committees kill firms

businesswoman working at deskwhy managing partners need to be accountable.

by bill reeb and dominic cingoranelli

as we have said so many times before, everyone likes the idea that “i” will hold “me” accountable. but few like the idea of “anyone else” holding “them” accountable.

more on performance management: the job of managing partner: empowered or emasculated? | partners as role models: the good, bad & ugly | managing the managing partner | pay varies when performance varies | accountability is for everyone | who decides what? | cpa firm performance assessments: 15 core competencies, 21 questions

so, once it is decided that accountability is important and someone needs to be responsible for implementation, the discussion quickly shifts to “let’s form a group of people, like an executive committee or a compensation committee to hold us accountable.”
read more →

do you want to keep this employee?

how to decide whether employees deserve raises… or jobs.

by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor

question: i have a longtime employee who asked me for a 33 percent salary increase, or she said she would have to explore options. how do you suggest i handle this?

more practice doctor q&a: not the mp, still a ‘managing’ partner | 34 ways to make more money | why this help wanted ad is all wrong | why credentials are worthwhile | i made partner, now what?

additional information: she works five hour days every day and is paid by the hour. she gives me no added time during tax season. she also gets paid for an extra six days – which is for half of the firm’s allowed holidays – and for eight days for combined sick, vacation and personal days, and i pay her for half of her required cpe time (payment for 20 hours) and all the registration costs.

read more →

how to set the managing partner’s compensation

businessman holding multiple dollar signsa management stipend keeps the mp “whole.”

by marc rosenberg
partner comp: art & science

many firms, especially under $10 million, have a partner on board with the title of managing partner who in reality functions more as an admin partner. this post only addresses how the true mp should be compensated.

more on partner compensation: how large and small firms allocate income | integrating partner comp with strategic planning partner pay: the declining importance of book of business | 3 non-performance-based comp systems | 3 subjective compensation systems | partner compensation 101

ok, for those of you dying to know what a true mp is, here’s the scoop. a true mp:
read more →

the job of managing partner: empowered or emasculated?

woman executive coaching a male employee across deskwhy eat-what-you-kill firm cultures produce weak ceos.

by bill reeb and dominic cingoranelli

let’s review some best practices as to how the managing partner is elected, what is expected, for what term and how he or she is protected if removed from that role.

more on performance management: how to monitor goal progress | how to implement strategy, step by step | how to decide who decides pay | accountability includes partners | succession plan requirements | how retired partners are robbing their own firms | 4 ways to create more capacity | partner retirement and the war for clients | succession: the questions to care about | hazards of not reallocating equity | cpa firm performance assessments: 15 core competencies, 21 questions | 5 harmful management attitudes (and how to fix them)

the job differs whether it is being filled under the eat what you kill (ewyk) or building a village (bav) models. for example, under the ewyk model, the managing partner is likely the largest equity partner, or if not, then the default would be that the role of the managing partner would be that of administrative partner.  because the ewyk model is usually a silo model built around superstars, the managing partner’s role is to handle all of the matters that the other partners don’t want to do.  it is not uncommon in these scenarios that the managing partner earns a stipend to fill that position, and that the stipend is not very much (maybe $25,000 to $75,000 a year).

read more →

how large and small firms allocate income

dollar on question markhow many of these 8 criteria does your firm use?

by marc rosenberg
partner comp: art & science

for purposes of this post, we will group cpa firms according to five different sizes:

more on partner compensation: integrating partner comp with strategic planning crash course: operating a compensation committee partner pay: open vs. closed compensation systems | the 3 best partner compensation formulas 11 points in designing a partner comp system | what partners earn and how they earn it | why most partner comp systems are performance-based

  1. the big 4. they are the ultimate of sophistication, running their firms as true, colossal corporations, regardless of their legal entity. virtually none of this post relates to big 4 firms.
  1. the top 100 firms, excluding the big 4. the 100th largest firm was $33 million in 2015.
  1. multipartner firms from $15 million to $33 million.
  1. multipartner firms from $5 million to $15 million.
  1. multipartner firms below $5 million.

read more →

partners as role models: the good, bad & ugly

two older businessmen talkingaccountability and reviews are more important at higher levels, not less.

by bill reeb and dominic cingoranelli

evaluation of performance and goal achievement is something done that should be performed multiple times during the year. unfortunately, many cpas tend to think of management as a waste of time, and evaluations as purely a human resources requirement created by the government to protect employees to the disadvantage of the organization.

more on performance management: how to implement strategy, step by step | how the best managing partners turn ideas into reality | make accountability a process | accountability requires clear expectations | base retirement on today’s operations | how involved should retired owners be? | how to find a partner’s replacement

well, that is one way to look at it. but we think it’s the wrong way.
read more →

integrating partner comp with strategic planning

businessman shooting arrows at targetwhy firms fail at strategic planning and how it relates to compensation.

by marc rosenberg
partner comp: art & science

the majority of firms under $10 million don’t have a proper written strategic plan, with partner goals, in place.

more on partner compensation: 3 non-performance-based comp systems | the 3 best partner compensation formulas | 11 points in designing a partner comp system | what partners earn and how they earn it | partner compensation: an art, not a science | why most partner comp systems are performance-based

a proper strategic plan should include these features:
read more →

how to implement strategy, step by step

businessman's shoes toeing words "what's your next step?"be specific and find ways to “catch” the partner in action.

by bill reeb and dominic cingoranelli

an example of the process

it’s one thing to say “the managing partner implements strategy,” another to put it into action.

more on performance management: make accountability a process | pay varies when performance varies | accountability is for everyone | who decides what? | firms say what would change retirement pay | action plans for transitioning partners | how retirement issues affect succession planning | how partner ratings factor into equity | develop your employees or suffer the consequences

following is an example of this process, providing more detail to show how it might look in actual practice. let’s assume that one of the goals of a partner is to increase the most trusted business advisor activity for his or her top clients. in the initial goal sheet, for this one goal from the managing partner, that might look like this:
read more →

crash course: operating a compensation committee

business people working in office18 lessons to take to heart. and a few words of warning.

by marc rosenberg
partner comp: art & science

operating a compensation committee isn’t for the faint of heart. here are points all members would do well to heed.

more on partner compensation: 5 other systems for paying partners | the 3 best partner compensation formulas | 11 points in designing a partner comp system | what partners earn and how they earn it | how partners view compensation: it’s not all about the money | why most partner comp systems are performance-based

1. the partners must understand the heart and soul of the compensation committee (cc) approach: the system can only work if the people being judged are willing to trust the judges. period. if the partners aren’t comfortable with this, they should not use the cc.
read more →