when evaluating people within a firm, “relative importance” is a way to differentiate expectations regarding the same competency for various levels within your firm. we decided the best way to drill down even further into a competency model was to share some of the details of our competency model with you.
ultimately, when we have to interact with clients, subordinates, superiors or peers, the questions are always the same: who do i need to deliver this information to and what approach would they respond most favorably to?
in arriving at “communication” we come to the most intangible of all the components to obtain a “passport to partnership.”
in the research, which is ongoing and evolving, communication is the term given in the study to where partners look for senior managers to demonstrate that they can do two things with existing client relationships:
deborah had done well. she was bridging the firm’s culture gap and fulfilling its desire to be seen as an equal opportunities employer by becoming the practice’s standout rising star.
congratulations! after years of planning and months of tough negotiations, you’ve finally closed the deal on merger of your cpa firm.
you might be thinking the most difficult work is behind you. think again! you now have to move your eye from the financial to the human side of the merger.
your work in this area has just begun and may last for 12 months or more. the so-called soft side of doing a merger is just as important, if not more important, than the financial side. just like with an iceberg you don’t know what lies beneath the surface. just ask the captain of the unsinkable titanic. don’t let this same danger destroy your practice
in order to make sure your merger has a better than average chance of succeeding, here are 24 key items to be addressed: read more →
to keep both your staffers and clients happy, tax and accounting firms need to gain a thorough understanding of their perceptions and perspectives — and to make they align.
customer service guru arnold sanow suggests 15 questions to ask yourself, your staff, and, above all, your customers. servicethe biggest opportunities will surface when you compare and contrast their responses.
be prepared for an eye-opening, sometimes gut-wrenching, exercise in hard truth: read more →
the passport to partnership study collated a number of responses in a conversational style. two brief but succinct examples that really stood out on the realities of how a firm assesses an individual’s “competence” to lead are showcased below.
the skill in producing financial reports is limited by the quality of the information presented to the cpa by the client. motivation of the client to influence that financial information comes in many forms, some intentional and some unintentional. competence comes first in being able to resist pressure and present a true and accurate position of the client’s organization.
staffers aspiring to be partners must learn the key characteristics of successful partners. they also must learn how to develop their own personal plans to achieve partnership. firms and staffers alike need a clear set of procedures, processes and milestones for turning top talent into the next generation of firm leadership.
there are seven critically important criteria by which partners assess partners-to-be. i call them:
editor’s note: with this article, 卡塔尔世界杯常规比赛时间 introduces a new series of articles by martin bissett reporting on the findings of his proprietary research into the keys to making partner. the research is based on hundreds of interviews with partners and practitioners at more than 30 firms in the u.s. and the u.k., dozens of experts and advisors, and his own 20 years of experience in the field. in his research, bissett uncovered a wide gap between what partners say they seek in a staffer yearning to be partner and what they actually do and say to train and nurture the staffer. his work in passport to partnership is dedicated to bridging that gap, revealing to both partners and partners-to-be the unspoken rules, and working to create a bulletproof program to guide their efforts.
have you ever wondered what the partners of your firm are looking for from you, beyond your technical abilities?
for full disclosure, i am not an accountant, but i have spent decades working with accounting firms of all shapes and sizes in the united kingdom, the united states and europe.
i noticed over time that in many firms, partners may often regard one or more of their managers as not being “partner material” because they feel that the manager does not exhibit the traits they are looking for.
new global study shows 43 percent of accountants are ready to jump ship. here’s why.
by 卡塔尔世界杯常规比赛时间 research
the war for top talent in the u.s. accountancy profession is spreading worldwide, fueled by growth and increased confidence, according to a new global study obtained by 卡塔尔世界杯常规比赛时间.
some 43 percent of accountants at multinational firms say they’ll probably leave their jobs within the next year or two, seeking more pay, better opportunities or both. the figures closely follow those found by 卡塔尔世界杯常规比赛时间 in u.s.-focused studies (cpa firms paying top dollar for talent in nationwide hiring binge).
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checklist: how to fine-tune your own firm’s performance management systems.
