{"id":82552,"date":"2021-03-23t12:40:53","date_gmt":"2021-03-23t16:40:53","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=82552"},"modified":"2021-03-26t08:01:03","modified_gmt":"2021-03-26t12:01:03","slug":"17-basic-expectations-of-partners","status":"publish","type":"post","link":"\/\/www.g005e.com\/2021\/03\/23\/17-basic-expectations-of-partners\/","title":{"rendered":"the 17 rules for making partner at a cpa firm"},"content":{"rendered":"

\"\"<\/a>checklist: it\u2019s a big job, after all.<\/strong><\/p>\n

by marc rosenberg<\/i>
\nthe rosenberg practice management library<\/i><\/a><\/p>\n

we\u2019ve all heard the names given to various generations of people over the past century. the lost generation. the greatest (wwii) generation. the silent generation. baby boomers. gen x. millennials. gen z. though i don\u2019t know of any studies on this, i\u2019m quite sure that every generation of cpa firm ownership has complained \u2013 bitterly \u2013 about the younger generation.<\/p>\n

more: <\/b>who shouldn\u2019t be a partner?<\/a> | nine reasons people are promoted to partner<\/a> | how to make partner?<\/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

baby boomers and gen xers love to complain that today\u2019s staff don\u2019t want to be partners. they cite this as a major reason why it\u2019s so difficult to bring in new partners.
\n
\nbut the problem is not so much that young people don\u2019t want<\/strong> to be partners. they simply don\u2019t know what it means<\/strong> to be a partner and they don\u2019t know what it takes<\/strong> to become a partner.<\/p>\n

bringing in new partners: thresholds and core competencies<\/strong><\/p>\n

there are quite a few items on the list. before listing them all, i want to focus briefly on four really important items:<\/p>\n

    \n
  1. trust.<\/strong> this doesn\u2019t mean trust that the new partners won\u2019t cheat on their expense reports or steal money. it\u2019s trust that they will always be honest and truthful and make sound judgments in the performance of their work and their conduct within and outside the firm and will never jeopardize the firm\u2019s reputation and commitment to quality. trust that they will always do the right thing. a firm should never make someone a partner unless it totally trusts the person.<\/li>\n
  2. the beer\/wine test.<\/strong> i apologize for this colloquial expression, but it captures the point. a potential partner may possess most or all of the skills needed to be a partner: technical, ability to manage relationships, work ethic, bringing in business. but one additional attribute is crucial: are you proud to call the new partner a \u201cpartner\u201d? do you feel good about introducing your new partner to clients and others? do you respect the new partner? will you enjoy that person\u2019s company? this doesn\u2019t mean that partners need to be best friends or even see each other socially. it simply means that from time to time, you\u2019d enjoy having a stein of beer or a glass of wine with your new partner because you enjoy their company.<\/li>\n
  3. business development. <\/strong>this is easily the most controversial criterion in the cpa profession for becoming an equity partner. some firms believe that a staffer must prove his or her skill as a business-getter to qualify for partner because they firmly believe that\u2019s what partners do<\/strong>: drive the firm by bringing in business. these firms would never consider promoting someone to equity partner unless he or she has brought in a targeted amount of business.<\/li>\n<\/ol>\n

    other firms do not have strict<\/strong> requirements for bringing business to become an equity partner. these firms would certainly prefer that new partners be business-getters. but for the following reasons, firms often promote non-business-getters to partners:<\/p>\n