2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\nbaby boomers and gen xers love to complain that today\u2019s staff don\u2019t want to be partners. they cite this as a major reason why bringing in new partners is so difficult. \n \ni think the problem is not so much that young people don\u2019t want<\/strong> to be partners. they simply don\u2019t know what it means<\/strong> to be a partner, and they don\u2019t know what it takes<\/strong> to become a partner.<\/p>\nthere are quite a few items on the list that appears below. before listing them all, i want to focus briefly on four really important items:<\/p>\n
\ntrust.<\/strong> this doesn\u2019t mean trust that the new partners won\u2019t cheat on their expense reports or steal money. it\u2019s trust that they will always be honest and truthful and make sound judgments in their work performance and conduct within and outside the firm and will never jeopardize the firm\u2019s reputation and commitment to quality. trust that they will always do the right thing. a firm should never make someone a partner unless it trusts the person.<\/li>\n<\/ol>\n\nthe beer\/wine test.<\/strong> i apologize for this colloquial expression, but it captures the point. a potential partner may possess most or all of the skills needed to be a partner: technical, ability to manage relationships, work ethic, bringing in business. but one additional attribute is crucial: are you proud to call the new partner a \u201cpartner\u201d? do you feel good about introducing your new partner to clients and others? do you respect the new partner? will you enjoy that person\u2019s company? this doesn\u2019t mean that partners need to be best friends or even see each other socially. it simply means that from time to time, you\u2019d enjoy having a stein of beer or a glass of wine with your new partner because you enjoy their company.<\/li>\n<\/ol>\n\nbusiness development. <\/strong>this is easily the most controversial criterion in the cpa profession for becoming an equity partner. some firms believe that a staffer must prove his or her skill as a business-getter to qualify for partner because they firmly believe that partners\u00a0drive the firm by bringing in business. these firms would never consider promoting someone to equity partner unless he or she has brought in a targeted amount of business.<\/li>\n<\/ol>\nother firms do not have strict<\/strong> requirements for bringing business to become an equity partner. these firms would certainly prefer that new partners be business-getters. but for the following reasons, firms often promote non-business-getters to partners:<\/p>\n\n\n\nthe partners are not great business-getters themselves<\/strong>, so they are reluctant to hold new partners to a standard they themselves can\u2019t meet. as evidence, this anecdotal experience is shared by many of my fellow consultants: at firms under $10 million, perhaps only 20 percent of the partners would be considered truly effective business-getters. not rainmakers, but simply proficient at bringing in business.<\/li>\nthe firm feels it has enough partners who are business-getters and what it really needs are a few partners whose primary focus is technical. the firm feels a strong need to bolster the work quality area of the firm, even if it means bringing in non-business-getters as partners.<\/li>\n some firms are fortunate to enjoy such an enviable revenue growth rate that they periodically need to add new equity partners to manage their ever-expanding client base. a related situation is where a partner retires and the remaining partners are all too busy to absorb the retiring partner\u2019s clients. in these cases, firms often bring in new partners to manage clients, even if they are not business-getters.<\/li>\n there is a tradition among firms under $15 million to reward competent longtime managers by making them partner. these managers are great, highly valued employees but lack business development and leadership skills. promotion to partner is first, a reward for their hard work and proficiency. second, the partners reason that if they don\u2019t promote a loyal, valuable staff person to partner, the person will eventually quit, and they can\u2019t afford to lose that person.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\ngenerally speaking, the larger the firm, the more likely that bringing in business is a solid criterion for promotion to equity partner. there isn\u2019t a right or wrong position on this. it\u2019s up to each individual firm to set partner criteria for business development that they are comfortable with.<\/p>\n
\nclient management experience. <\/strong>this goes beyond the technical performance of the work. it\u2019s responsibility for managing client relationships and satisfying their needs. it includes engagement planning, billing, growing the firm\u2019s services with clients and getting referrals from them.<\/li>\n<\/ol>\nbringing in a new partner: thresholds and core competencies<\/h3>\n no firm\u2019s criteria for promotion to partner include all of the items in the following list. it is a compilation of policies and documents i have seen while working with many great firms. i encourage you to review this list, modify it and add to it until the end result is a policy your partners are comfortable with.<\/p>\n
all of the items here are important. those that your humble author considers the most important are in boldface type.<\/strong><\/p>\nintangibles<\/strong><\/p>\n\ninspires trust: integrity, honesty, sound ethical behavior and judgment<\/strong><\/li>\nhas credibility with partners and staff<\/strong><\/li>\nencourages client confidence: clients are comfortable calling the partner-potential first rather than the originating partner<\/strong><\/li>\nhas strong work ethic<\/li>\n shows loyalty and commitment<\/li>\n is a team player<\/strong><\/li>\ncan pass the “beer\/wine” test<\/strong><\/li>\nhas communication and interpersonal skills<\/li>\n has leadership skills and high self-esteem<\/li>\n<\/ol>\nfinancial and legal<\/strong><\/p>\n\nis willing and able to buy in<\/strong><\/li>\nis willing to take on retirement obligations<\/strong><\/li>\nis willing to sign a nonsolicitation agreement<\/strong><\/li>\ndemonstrates personal financial stability<\/li>\n<\/ol>\nbusiness development<\/strong><\/p>\n\noriginates x amount of business<\/strong><\/li>\nconstantly pursues meetings with clients, prospects and referral sources to get new business<\/li>\n actively seeks opportunities to cross-sell additional services to existing clients<\/li>\n has been active for at least several years in building up a network of business contacts<\/li>\n has distinguished self as an expert in at least one service or industry<\/li>\n<\/ol>\nproduction and client management<\/strong><\/p>\n\nmanages x number of clients (billing, relationship and engagement management)<\/strong><\/li>\nachieves x billable hours \u2026<\/strong><\/li>\n\u2026 at x realization<\/strong><\/li>\n<\/ol>\ntechnical<\/strong><\/p>\n\ndemonstrates a high level of analytical and problem-solving skills; solves clients’ problems<\/li>\n exhibits enough technical skill so the firm is comfortable that once the partner candidate has finished a client project, no one else needs to review it to make sure it was done right; candidate has proven ability to complete highly technical projects with minimal assistance <\/strong><\/li>\n<\/ol>\nsupervision<\/strong><\/p>\n\nhas solid experience and effectiveness in supervising staff<\/strong><\/li>\nis a delegator<\/li>\n is able to develop others<\/li>\n<\/ol>\nadministration<\/strong><\/p>\n\nfollows and complies with all firm policies, procedures and deadlines<\/li>\n is willing and able to perform administrative duties as required by your firm<\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"bonus: a list of 28 core competencies. which matter to your firm?<\/strong><\/p>\nby marc rosenberg<\/i> \nhow to bring in new partners<\/i><\/a><\/p>\n","protected":false},"author":1339,"featured_media":92953,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[3120,3002,2301,2266],"tags":[],"class_list":["post-106617","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-pro-member-exclusive","category-special","category-talent","category-partner"],"acf":[],"yoast_head":"\nthe four essentials for every new partner - 卡塔尔世界杯常规比赛时间<\/title>\n \n \n \n \n \n \n \n \n \n \n \n \n \n\t \n\t \n\t \n \n \n \n \n \n\t \n\t \n\t \n