{"id":56595,"date":"2018-11-24t12:00:30","date_gmt":"2018-11-24t17:00:30","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=56595"},"modified":"2018-11-26t10:07:38","modified_gmt":"2018-11-26t15:07:38","slug":"dont-have-partner-candidates-whose-fault-is-that","status":"publish","type":"post","link":"\/\/www.g005e.com\/2018\/11\/24\/dont-have-partner-candidates-whose-fault-is-that\/","title":{"rendered":"no partner candidates? whose fault is that?"},"content":{"rendered":"
<\/a>8 competencies to develop.<\/strong><\/p>\n by domenick j. esposito<\/i> as i travel across the country working with small and midsized cpa firms, one of the most common concerns expressed by managing partners and other senior partners at these firms is, \u201cwe don\u2019t have a sufficient number of partner candidates who can help perpetuate the firm into the next generation.\u201d<\/p>\n more on strategic planning: <\/b>prune your firm: \u2018rightsize\u2019 managers and partners<\/a> | 10 roles of an executive committee<\/a> | why do we accept poor new business results?<\/a> | the link between strategy and winning on value<\/a> | the top 11 reasons cpa firm mergers fail<\/a> when i ask the question, \u201cwhat are you doing to develop the next generation?\u201d i usually hear a lot of lip service and superficial things that, in most cases, don\u2019t add up to a hill of beans. \u201cthe function of leadership is to produce more leaders, not more followers.\u201d<\/p>\n \u2013 ralph nader<\/p><\/blockquote>\n there are eight competencies that need to be developed in the next generation if the superstars are to become the future leadership of the firm. it is the responsibility of the managing partner and the other senior partners to give a professional (with the potential of becoming partner) the opportunity exhibiting the following skills and abilities within these eight competencies:<\/p>\n o writing articles<\/p>\n o speaking engagements<\/p>\n o networking forums<\/p>\n in conclusion<\/strong><\/p>\n no doubt about it. developing future partners is hard work but it has to be done by the managing partners and other senior partners in small and midsized cpa firms \u2013 the owners of the business. it is necessary to give every opportunity to an up-and-coming superstar to develop the competencies referred to above.<\/p>\n it is also important to make sure that the leaders in the firm take partner candidates under their wings. show them the ropes by example. take them out on sales calls. help them develop relationships with influencers of business and get to know them personally. the more \u201cglue\u201d between a partner candidate and the senior partners in the firm, the greater the chance that the potential superstar will develop into one of the leaders who perpetuates the firm into the future.<\/p>\n","protected":false},"excerpt":{"rendered":"
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\nwhat firm leadership puts into developing the next generation of leadership is what will come out on the other end. after all, input equals output. partner candidates don\u2019t grow on trees and if your firm isn\u2019t doing very much to develop its youth, then it shouldn\u2019t expect to have an impressive number of partner candidates who have the potential of perpetuating the firm.<\/p>\n\n
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