here’s what you’re looking for: 卡塔尔世界杯常规比赛时间 research

essential duties currently missing from most job descriptions.

most of the usual responsibilities of a managing partner can be captured in two paragraphs:

• general responsibilities: report directly to the governing committee and the firm. responsible for the firm’s overall management and practice. supervise overall marketing and business development effort. manage the professional staff and provide guidance for the support staff.
• specific responsibilities: coordinate the firm’s practices among the different offices and departments. implement the partnership agreement. appoint heads of various committees. represent the firm in community and professional organizations. supervise governing committee. oversee standing and ad hoc committees. provide guidance on financial policies and work with the governing committee to develop personal and administrative policies.

these are, without doubt, all good and necessary functions. but are they the ones managing partners should focus on?

august aquila, doesn’t think so.

his studies, documented in “leadership at its strongest” and “how to engage partners in the firm’s future,” show there are at least eight other areas that can make or break a managing partner and the firm.

– rick telberg

more for partnerships: the six challenges crippling progress in today’s multi-partner firms   |   the debilitating effects of denial at accounting firms    |   the five psychological hurdles that cpa firms must confront today   |   the managing partner’s secret weapon in change management    |   the 10 basic ways to boost profits at an accounting firm    |   12 must-do items for your partner retreat agenda   |   seven signs you’re working in a firm where the partners don’t trust each other   |   seven tactics to stand out from the crowd   |   achieving partner unity: the competitive advantage   |

in this report: see how you or your managing partner might compare on a new eight-point questionnaire.

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and four other hurdles today’s accounting firms must overcome.

by patrick j. mckenna
professional services firm consultant and author

many firms are in denial, and the few that aren’t move very slowly.

if your firm gets caught behind the curve, it wasn’t because critical trends weren’t visible; it was because they were ignored. the huge challenge remains that for too many firms, unless there is acute “pain,” there is little incentive to change. history proves that laggards only grab for the new once they are totally convinced the old doesn’t work anymore.

adapted from the introduction to “how to engage partners in the firm’s future: the secrets every leader needs to know,”
by august j. aquila and robert j. lees

and the old doesn’t work anymore!

when does a firm’s strategy change? usually only in response to a crisis or because of the initiative of a new managing partner. in many firms we have a generation of stewards rather than entrepreneurs.

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