annual leadership meetings are a hallmark of well-managed, growth-oriented cpa firms.
but they need to be handled properly, or they’ll become a waste of time or worse.
jack hinsche (pictured), managing partner of windes & mcclaughry in long beach, calif., provides some ground rules:
- the opening presentation should articulate a clear purpose for the retreat.
- begin and end at the prescribed times.
- have open and honest communication, with participation a requirement.
- attendance is mandatory, with “very limited” exceptions for emergencies or important family events.
- commit to a “firm first” mentality.
- maintain a positive attitude for the retreat.
- develop and commit to personal follow-up assignments.
- deal with conflict as part of the process.
“when we first had a retreat our revenue was well under $1 million and now we’re over $60 million,” says managing partner ivan brown (pictured), of red bank, n.j.-based withumsmith+brown. “the annual retreat has been a key component to our success and stability of the partner group.”