{"id":79148,"date":"2020-09-07t12:00:25","date_gmt":"2020-09-07t16:00:25","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=79148"},"modified":"2021-04-19t22:50:20","modified_gmt":"2021-04-20t02:50:20","slug":"9-must-haves-for-firm-growth","status":"publish","type":"post","link":"\/\/www.g005e.com\/2020\/09\/07\/9-must-haves-for-firm-growth\/","title":{"rendered":"9 must-haves for firm growth"},"content":{"rendered":"
<\/a>partners must be accountable.<\/strong><\/p>\n by ed mendlowitz<\/i> question:<\/strong> i am the managing partner and run a tight ship, however, some of my partners do not appear to be growing and on some level that is holding back the firm\u2019s overall growth.<\/p>\n more: <\/b>collect more by clearing up billing<\/a> | envision your future, then plan for it<\/a> | 5 ways to build teamwork<\/a> any suggestions or is this just the way it is?<\/span> for firms to grow, they need:<\/p>\n i believe each partner should be accountable to the managing partner for their performance, which is focused on their participation in each of the above listed areas. i would suggest that each partner provide annual goals in each area and meet with the managing partner quarterly to discuss their progress.<\/p>\n i listed nine areas. if you have others or don\u2019t agree with some then come up with your own list. the object is that the partners, including the managing partner, need to be accountable and need to grow, and cannot be permitted to stagnate. you run a business and a business needs discipline and its people working together to grow.<\/p>\n i have two final comments. one\u00a0is that most partners would resent being held accountable for what they do. if you agree with what i wrote then you need to convince them of the benefits of following this regimen. most successful practices and businesses have an oversight process on the partners, senior managers and executives.<\/p>\n i liked the method lee iacocca used when he was sales manager of ford that he wrote about in his autobiography which is a similar process to what i described. have the managers set goals and then monitor them quarterly to see how they are proceeding with what they said they would do.<\/p>\n and two,\u00a0this process should be done with the managing partner, but perhaps there should be a different set of criteria. if the firm is large enough, i.e. more than 50 people, perhaps the managing partner should be a full-time ceo, without direct client responsibility, and the way of measuring growth and success would be related to the performance of the practice and not a separate book of business and technical skills, but skills needed to manage the business of the cpa practice.<\/p>\n note that a cpa firm with 50 people has to be doing at least $7.5 million and could be substantially greater. assuming the $7.5 million volume, without a full-time ceo it means that no one is dedicated to running that business. does that make sense? how would you advise a client with a service, distribution or manufacturing business with that many people? would you recommend that they have the best technical person or best marketer run the business part-time? i suggest not.<\/p>\n","protected":false},"excerpt":{"rendered":"
\nthe 卡塔尔世界杯常规比赛时间 practice doctor<\/i><\/a><\/p>\n
\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
\n
\nanswer:<\/strong>\u00a0this is a leadership issue, and you are the leader. it seems you are aware of the stagnation and that\u2019s why you called me. it is important for firm leaders to be sensitive to activities of the other partners and senior staff.<\/p>\n\n