marc rosenberg, author at 卡塔尔世界杯常规比赛时间 - page 110 of 117

what a managing partner is… and is not

why some firms decide they don’t want a true managing partner.

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

over the years, i have found that many firms lack a clear understanding of what a managing partner is. often, it’s a negative conception, caused by a bad experience at their current firm or a previous one. so, to avoid a repeat of these bad experiences, the partners decide either not to have a mp or to provide for the mp position with greatly limited authority and responsibility.

more on cpa firm leadership and management: 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 •

the points below clarify what a managing partner is and is not. read more →

leadership

when is it time to shift your firm from partnership-style to corporate-style governance?

which is best for your firm?

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

cpa firm management styles generally fall into two categories: partnership and corporate. for the sake of argument, let’s use the terms “partnership” and “corporate” to describe management styles, rather than legal entities such as partnership, corporation, llc, etc.

more on cpa firm management and leadership for pro members [go pro here]: 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 • de-bunking the myth about niche marketing for tax and accounting firms •

in this article, we’ll:

define each style
compare the two styles’ pro’s and con’s
explain the concept of “rights”
explain the key duties of a partner in a corporate-style firm
when a firm needs to think about shifting from partnership to corporate

leadership

not every firm needs a general patton

but leadership remains crucial to making things happen. by marc rosenberg, cpa the author of “cpa firm management and governance.” every firm asks the question, at one time or another: 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?

more on cpa firm management and leadership for pro members [go pro here]: 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 • de-bunking the myth about niche marketing for tax and accounting firms •

i’ll make a case for having a strong leader. read more →

mergers & acquisitions

cpa firm merger “non-negotiables”

get the instant download: “merger must-haves checklist (pdf)”

by marc rosenberg

after many of you read this, you may think i’m talking from both sides of my mouth. but give me the benefit of the doubt and read on before making any snap judgments.

“non-negotiables” (others call them “must-haves” or “dealbreakers”) are the terms that the seller of a cpa firm feels he/she must have in order to do the merger. the extent to which the seller will insist on receiving his/her “must haves” is dictated by how the overall negotiations proceed. each side usually makes compromises; terms that initially were “must haves” often become “nice-to-haves” at the end of the day.

deciding your “must-haves” can be both a good thing and a bad thing at the same time. let me explain. read more →

management

the “aha moment” in cpa firm leadership

are you leading, or merely managing or administering?

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

when attending conferences, we love “aha” moments. those are moments when a speaker says something so profound that it causes a sudden understanding of a major issue and captures our imagination. we can’t wait to get back to the office, share it with our partners and start implementing the idea.

more on cpa firm management and 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 • 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 • the first nine questions your partner team needs to embrace for optimal profitability • profitability and the value of strategic thinking • the five essential building blocks for creating a strong accounting firm • the seven signs of great leadership in a cpa firm • compensation issues for the new managing partner •

i had an “aha” moment not so long ago. the speaker was bob bunting, long time managing partner of regional firm moss adams, a leader in our profession par excellence. he delivered a very simple but powerful statement that described a value system at moss adams:

leadership is worth more than your billing rate.
management is worth your billing rate.
administration is worth less than your billing rate.

my take on this is: read more →

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