{"id":26942,"date":"2013-03-11t21:53:21","date_gmt":"2013-03-12t01:53:21","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=26942"},"modified":"2016-04-19t11:13:48","modified_gmt":"2016-04-19t15:13:48","slug":"who-should-earn-more-the-managing-partner-or-the-rainmaker","status":"publish","type":"post","link":"\/\/www.g005e.com\/2013\/03\/11\/who-should-earn-more-the-managing-partner-or-the-rainmaker\/","title":{"rendered":"who should earn more: the managing partner or the rainmaker?"},"content":{"rendered":"

that depends.<\/strong><\/p>\n

by marc rosenberg
\nauthor of \u201ccpa firm management and governance.\u201d <\/a><\/em><\/p>\n

in allocating partner income, a firm needs to look at all<\/span> performance attributes of each<\/span> partner.<\/p>\n

from a 35,000 foot altitude, firms should be reviewing these items for each<\/span> partner:<\/p>\n

    \n
  1. the partner\u2019s role in the firm, the relative values<\/em> of the various roles (mp, rainmaker, client handler, qc expert, niche specialist, administrator, etc.) and how well<\/em> the role was performed.<\/li>\n
  2. the extent that the partner achieved his\/her goals.<\/li>\n<\/ol>\n

    more on cpa firm management and leadership<\/strong><\/em>: <\/em><\/strong><\/em>not every firm needs a general patton<\/a><\/em> <\/em>\u2022<\/em> overcoming the three biggest obstacles in succession planning at cpa firms<\/a> \u2022<\/em> cpa firm merger \u201cnon-negotiables\u201d<\/a> \u2022 the \u201caha moment\u201d in cpa firm leadership<\/a> \u2022 leadership is overrated: it\u2019s good management that makes successful firms<\/a> \u2022 40 great ways to improve firm profitability<\/a> \u2022 four management metrics that fool even the best-run firms<\/a> \u2022<\/p>\n

    there are three different roles a partner can play: read more →<\/a><\/p>\n