{"id":81960,"date":"2021-02-25t12:00:50","date_gmt":"2021-02-25t17:00:50","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=81960"},"modified":"2021-03-01t09:10:27","modified_gmt":"2021-03-01t14:10:27","slug":"10-ways-to-hold-partners-accountable","status":"publish","type":"post","link":"\/\/www.g005e.com\/2021\/02\/25\/10-ways-to-hold-partners-accountable\/","title":{"rendered":"10 ways to hold partners accountable"},"content":{"rendered":"

\"business<\/a>do your firm\u2019s core values mean anything?
\n<\/strong><\/p>\n

by marc rosenberg<\/i>
\nthe role of the managing partner<\/i><\/a><\/p>\n

we have addressed the techniques managing partners use to manage the partners. one of the most effective tactics to show leadership in working with partners \u2013 and managing the firm \u2013 is to create ways to establish accountability for their behavior and conduct. in this post, we drill down on this.<\/p>\n

more: <\/b>five ways to evaluate partners<\/a> | compensation is no way to manage partners<\/a> | clarify partner expectations<\/a> | exceptional managing partners offer their advice<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n

i have had the privilege of working with dozens of highly effective managing partners during my career. these leaders are the cpa profession\u2019s equivalent of rock stars. one question i always ask them: what makes your firm so successful? they almost never cite the obvious suspects: great at bringing in business. lots of billable hours. high rates. expertise. long work hours.
\n
\nno. instead, without hesitation, they say that their success is due primarily to their partners living and breathing a uniform set of core values. and they are quick to follow that up with the partner accountability needed to embrace those core values.<\/p>\n

how partners at most firms see accountability<\/strong><\/p>\n

i have interviewed hundreds of partners. when i ask them if they think there should be partner accountability in the firm, the response they are thinking but won\u2019t say is: \u201cyes, i\u2019m all for partner accountability (long pause) as long as it doesn\u2019t affect me<\/strong>!\u201d<\/p>\n

my favorite definition of accountability<\/strong><\/p>\n

i think i may have actually invented this one:<\/p>\n

\u201cif there are no consequences to failing to achieve a goal or expectation, even if such goals and expectations are crystal clear and the partner agrees 100% with them, then it is less likely that the goals will be accomplished and the expectations met.\u201d<\/p>\n

the legendary david maister said it slightly differently: \u201cif people are not prepared to be held accountable for what they do, it is unlikely they will achieve much.\u201d<\/p>\n

ten main ways to achieve partner accountability<\/h3>\n
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  1. managing partner meeting with partners as necessary.<\/strong> to some partners, being summoned to a meeting with the managing partner is a feared event to be avoided at all costs. but arguably, the most effective partner accountability measure is a session with the managing partner to adjust attitude and performance. it’s the best method of getting accountability in any walk of life<\/strong> ever invented!<\/li>\n<\/ol>\n
      \n
    1. compensation.<\/strong> as discussed earlier, partner compensation is probably the most common way that firms try to achieve partner accountability, but it is not the most effective way. some ill-advised firms reason that:<\/li>\n<\/ol>\n