{"id":53872,"date":"2018-02-22t11:22:32","date_gmt":"2018-02-22t16:22:32","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=53872"},"modified":"2018-02-26t13:33:51","modified_gmt":"2018-02-26t18:33:51","slug":"mine-vs-vs","status":"publish","type":"post","link":"\/\/www.g005e.com\/2018\/02\/22\/mine-vs-vs\/","title":{"rendered":"mine vs. yours vs. ours"},"content":{"rendered":"
<\/a>15 ways to take an entrepreneurial approach instead.<\/strong><\/p>\n by domenick j. esposito<\/i> it is a very prevalent view that midsized law firms are not particularly well led and well managed.<\/p>\n more on strategic planning: <\/b>pitching vs. pursuing<\/a> | focus on an enhanced client experience<\/a> | new year\u2019s resolution: solve the partner comp problem<\/a> | 6 rocks in the path to growth<\/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> many of their partners operate as silos and refer to clients as \u201cmy clients\u201d and \u201c<\/strong>my book of business.\u201d sure, they share space and other overheads but they do not institutionalize clients for the long-term benefit of the firm. in contrast, it is the prevalent view<\/p>\n as such, midsized cpa firms work hard at the notion of \u201cfirm clients\u201d and not \u201cindividual partner clients.\u201d it\u2019s a very visible sign of a well managed firm.<\/p>\n \u201cone-firm firms have a remarkable degree of institutional loyalty and group effort that is clearly a critical ingredient in their success.\u201d<\/p>\n \u2013 david maister<\/p><\/blockquote>\n while many midsized cpa firms strive to be well managed, many fall short of this ideal state and revert to the loosely managed style at midsized law firms that allows for operating silos.<\/p>\n when i hear a partner at a midsized cpa firm say \u201cmy client\u201d or \u201cmy book of business,\u201d the hair on the back of my neck stands up because such a reference is code for a partner who operates in a silo. when cpa firm leadership hears one of their partners say these words, they should be very wary. sooner or later, there is a very good chance that such a partner will financially hurt the firm as he\/she is holding the firm back from cross-selling the client base and institutionalizing client relationships. eventually the operating silo mentality hurts a firm\u2019s growth and bottom line. and even though cpa firm partnership agreements contain covenant not-to-compete provisions in their partnership agreements, with organic growth so difficult to come by, many midsized cpa firms are more than happy to bring laterals into their partnerships and, if clients follow (and many often do), pay the liquidating damages due the former firm.<\/p>\n so, how does a midsized cpa firm develop a culture that clients are \u201cfirm clients\u201d and there is no such thing as \u201cmy client\u201d and \u201cmy book of business\u201d?<\/p>\n it requires a one-firm, entrepreneurial approach to management that, in turn, leads to a well-managed firm. this is easier said than done but, is in fact achievable by those firms with strong and effective leadership. it requires considerable discipline and a strong commitment to partners, staff, clients and the community.<\/p>\n here are a few examples of a one-firm, entrepreneurial approach to management that creates an environment of \u201cfirm clients\u201d and \u201cfirm revenues\u201d:<\/p>\n i believe that many small and midsized cpa firms fail to achieve enduring success because their leadership lacks the intestinal fortitude that is required to be regarded as a well managed firm. without strong leadership, operating silos eventually creep into the culture. these operating silos break down the dna or fabric of a firm.<\/p>\n a one-firm, entrepreneurial approach to management is the key to endurance. while it isn\u2019t easy to achieve and\/or maintain, it certainly bears considerable fruit.<\/p>\n","protected":false},"excerpt":{"rendered":"
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\nmany midsized law firm partners look at themselves as \u201cfree agents\u201d and at \u201ctheir books of business\u201d as \u201cportable.\u201d when these law firm partners are either unhappy at their current firm or if they think they can get a better compensation package from the firm across the street, they pick up and leave. they continue to service their clients with little, if any, disruption to client service and without dealing with the ramifications of covenant not-to-compete provisions contained in partnership agreements. this is one reason why so many law firms are unable to grow and prosper. \u201cmy book of business\u201d vs. \u201cfirm revenue\u201d are concepts with distinctions and huge differences.<\/p>\n\n
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