by domenick j. esposito<\/i>
\n8 steps to great<\/i><\/a><\/p>\n
let’s take a deep dive into both a firm\u2019s partner mix and its compensation model.<\/p>\n
more on strategic planning: <\/b>21 questions to help unlock accelerated growth<\/a> | growth: the difference between the disruptor and the disrupted?<\/a> | use compensation to shape partner behavior<\/a> | the importance of m&a culture due diligence<\/a> | are you attracting the new breed of equity partners?<\/a>
\nexclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n
\u2013 jim collins<\/p><\/blockquote>\n
with that said, i ask that you visualize your partner group fitting into a bell curve and:<\/p>\n
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- in quartile #1, you have your stallions \u2013 the very high performers who produce outstanding contributions year after year. these partners want to and know how to win. their contributions probably are a combination of excellent client relationships, consistent new business development in excess of $250,000 a year, mentoring younger staff or firm administration. your stallions usually get large year-end bonuses and generally are the firm\u2019s highest earners.<\/li>\n
- in quartile #2, you have your solid performers\u00a0<\/em><\/strong>\u2013 reliable team players who do their best and are sincere in furthering the success of the firm. these partners probably are a combination of seasoned equity partners and a number of up-and-coming nonequity partners. they are worth every penny in compensation.<\/li>\n
- in quartile #3, you have journeymen\u00a0<\/em><\/strong>\u2013 every firm has them. these partners give you a solid performance and do what they can to further the firm but generally act, look and feel like employees \u2013 not owners. these partners usually aren\u2019t lead partners on client relationships because they are ineffective and only occasionally bring in some new business.<\/li>\n
- in quartile #4, you have poor performers. some of these partners no longer have gas in their tank; some never had gas in the tank and should not have been promoted to partners in the first place. some have been with your firm for a very long time. as a result, it is difficult to deliver the message that they are probably better off seeking employment elsewhere. waiting to deliver tough love later rather than sooner usually isn\u2019t a good thing and more than likely makes a bad situation even worse.<\/li>\n<\/ul>\n
does your firm have the right partners on the bus? every cpa firm needs more than 50 percent of its partners in quartiles #1 and #2. if your firm doesn\u2019t, there is work that needs to be done before you can achieve satisfactory growth on the top and bottom lines. this is particularly true if your firm has more than 50 percent of your partners in quartiles #3 and #4 who probably don\u2019t care what your compensation model is as more compensation usually isn\u2019t much of a driver for them.<\/p>\n
if your firm doesn\u2019t have the right mix of partners, it is incumbent upon you to change the partner mix sooner rather than later. easier said than done but if you don\u2019t, it is costing you today and will continue to cost you in the future \u2013 no matter what your compensation model looks like!<\/p>\n
for purposes of this perspective, let\u2019s assume that your firm does have the right mix of partners but, nevertheless, isn\u2019t clicking on all cylinders as the market becomes tighter, competition gets more intense and billing rate pressures continue to increase. if this is the case at your firm, the year 2018 is probably the time for you to take a hard look at your compensation model to see if there is a better way to motivate your partners by getting your compensation philosophy right. this, in turn, will enable you to get partner compensation right to ensure continued financial prosperity and perpetuity.<\/p>\n
i suggest that your 2018 compensation model needs to:<\/p>\n
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- support a firm\u2019s core values and strategic decisions<\/li>\n
- promote a \u201cfirm first\u201d culture that rewards collaboration<\/li>\n
- drive industry specialization (the key to a value proposition that differentiates your firm) into the firm\u2019s dna<\/li>\n
- emphasize growth on the top and bottom lines at satisfactory rates (say 6 percent to 8 percent per annum) through both cross-sells (low-hanging fruit) as well as new originations<\/li>\n
- contain enough transparency. there are essentially three forms of partner compensation disclosure. each can be effective under the proper circumstances. they are:\n
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- an \u201copen\u201d system with great transparency and accountability. the negative is that it focuses on peer-to-peer comparisons and creates a lockstep type of environment that is not healthy.<\/li>\n
- a \u201cclosed\u201d system that more readily rewards partners who are exceeding expectations without concerns that others might feel slighted. the closed system also offers more flexibility when pursuing lateral hires who often join firms from the outside with a premium compensation amount that needs to be amortized and hopefully pays dividends to all over time. this system works best when there is a high level of trust in leadership.<\/li>\n
- a \u201cmodified closed\u201d system that does not disclose every partner\u2019s compensation but, instead, discloses average partner compensation, median partner compensation, and highest and lowest partner compensation amounts. the \u201cmodified closed\u201d system also permits compensation disclosure for each member of the executive committee and senior management. some firms indicate that partners may review leadership\u2019s compensation only in the managing partner\u2019s office and may not copy or remove the disclosure.<\/li>\n<\/ul>\n<\/li>\n
- contain the right mix of qualitative and quantifiable measures. ideally, the compensation model needs to be holistic by evaluating a partner\u2019s overall body of work or contribution to the firm including:\n
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- mentoring younger staff, firm management and community involvement<\/li>\n
- client originations, cross-sells, hours managed and hours billed<\/li>\n<\/ul>\n<\/li>\n
- have the perception of fairness and a lack of cronyism. these provide the bases for a model\u2019s reputation as a solid system, one that partners understand and respect. perception is the foundation for a quality partnership that is built upon trust in the firm\u2019s leadership. when your firm says certain things matter and they actually do matter when you evaluate and weigh both qualitative and quantifiable measures in arriving at partner compensation, it goes a long way in establishing the integrity of the compensation model and those who administer it.<\/li>\n<\/ul>\n
if you think that the year 2018 might be the year for you to take a hard look at your partners, i encourage you to do so with compassion and conviction. one of the hardest responsibilities for a managing partner is to deliver tough love to a partner who isn\u2019t living up to expectations and something must be done about it.<\/p>\n
if you think that the year 2018 might be the year for you to take a hard look at your compensation model, i encourage you to:<\/p>\n