marc rosenberg, author at 卡塔尔世界杯常规比赛时间 - page 109 of 117

comp plans for the new managing partner

lessons from the best-managed firms.

by marc rosenberg
author of “cpa firm management and governance: the managing partner’s guide to running a cpa firm like a business.”

baby boomer partners are rapidly approaching retirement age, resulting in a dramatic increase in new managing partners at firms.

in fact, 卡塔尔世界杯常规比赛时间 estimates that up to 25% of multi-owner firms are operating under managing partners who are relatively new to the job, with tenures under three years. and over the next five years, one-third of multi-owner firms will undergo a change in ownership and/or control. read more →

leadership

how managing partners spend their time [pro member exclusive]

by marc rosenberg
author of “cpa firm management and governance.”

managing the firm, rainmaking, client management. all vie for the managing partner’s time.

statistics from the rosenberg practice management survey show:

firm size	annual billable hours		% mp to all
firm size	managing partner	all equity partners	% mp to all
over $20m	632	1,079	59%
$10-20m	736	1,090	67%
$2-10m	959	1,117	85%

armed with the above, my experience with firms would indicate that the managing partner’s time is spent as follows: read more →

management

who should earn more: the managing partner or the rainmaker?

that depends.

by marc rosenberg
author of “cpa firm management and governance.”

in allocating partner income, a firm needs to look at all performance attributes of each partner.

from a 35,000 foot altitude, firms should be reviewing these items for each partner:

the partner’s role in the firm, the relative values of the various roles (mp, rainmaker, client handler, qc expert, niche specialist, administrator, etc.) and how well the role was performed.
the extent that the partner achieved his/her goals.

more on cpa firm management and leadership: not every firm needs a general patton • overcoming the three biggest obstacles in succession planning at cpa firms • cpa firm merger “non-negotiables” • the “aha moment” in cpa firm leadership • leadership is overrated: it’s good management that makes successful firms • 40 great ways to improve firm profitability • four management metrics that fool even the best-run firms •

there are three different roles a partner can play: read more →

leadership

no partner vote needed: 17 decisions best left to the managing partner alone

a lesson in leadership from the front lines.

by marc rosenberg, cpa
author of “cpa firm management and governance.”

tony kendall is the ceo of mitchell & titus, a firm of over 170 professionals, 19 partners and locations in new york city, chicago, philadelphia, newark, baltimore, and washington, d.c.

shortly after taking over the reins from the firm’s founder, he orchestrated changes in the firm’s management structure, saying this: “i can’t manage this firm if i have to take a vote every time i want to make a decision.”

more on cpa firm leadership and management: what a managing partner is… and is not • when is it time to shift your firm from partnership-style to corporate-style governance? • de-bunking the myth about niche marketing for tax and accounting firms • practice development is no longer an optional activity • 10 good ways the achieve partner accountability • pick your partners right to begin with • not every firm needs a general patton • overcoming the three biggest obstacles in succession planning at cpa firms • cpa firm merger “non-negotiables” • the “aha moment” in cpa firm leadership • leadership is overrated: it’s good management that makes successful firms • 40 great ways to improve firm profitability • four management metrics that fool even the best-run firms • 19 ways to improve accounting firm profitability•

all partners usually vote on major decisions, such as:

admitting or dismissing a partner.
mergers and lateral partner hires.
changes to the partnership agreement.
expenditures in excess of a dollar amount.
annual budget approval.

beyond that, most well-managed firms with a strong managing partner allow him or her to make at least 17 types of decisions without any approval process: read more →

leadership

new rules: 13 items that should be in your managing partner’s job description

and 25 best practices to make a merely good managing partner into a great managing partner.

by marc rosenberg, cpa
author of “cpa firm management and governance.”

an increasing number of firms are asking: do we want the firm managed by a leader, which for a cpa firm is the managing partner, or managed by one or more committees of partners? the fact is, most firms are choosing a strong leader – the managing partner.

but too many firms still lack a clear understanding of what a managing partner is. based on years of research, we have compiled a comprehensive managing partner job description. and we’re including the 25 best practices that make today’s best managing partners great.

managing partner job description read more →

here’s what you’re looking for: marc rosenberg