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

bonus: 12 questions to ask of staff.

by marc rosenberg
the rosenberg practice management library

cpa firms have many different titles or positions. we’ll address the most common:

• staff
• senior
• manager

more: how to create a path to partner | making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner?
exclusively for pro members. log in here or 2022世界杯足球排名 today.

i often use the term “staff” to refer to anyone who is not at the partner level. this is different from a “staff-level” associate, who typically has only a few years or less of experience in public accounting. this post addresses what it takes to advance from staff to senior and from senior to manager.
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… and measure staff performance along the way.

by marc rosenberg
the rosenberg practice management library

there are many ways to measure the performance of staff on the path to making partner.

more: making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner?
exclusively for pro members. log in here or 2022世界杯足球排名 today.

as is my style, i will present far more measures than most firms actually use. but i doubt you’ll perceive any of the methods here as unimportant. they are not listed in any particular order of importance. read more →

10 best practices.

by marc rosenberg
the role of the managing partner

i have compared a “true” managing partner to an administrative partner. both are important positions. both share many common duties and expectations. but true managing partners are more valuable because they function like corporate ceos and thus make a bigger impact on the firm’s overall performance than admin partners.

more: the 9 biggest merger pitfalls | the managing partner’s role in mergers | five ways to evaluate partners | manage partners with goal setting | overarching authority that managing partners must have
exclusively for pro members. log in here or 2022世界杯足球排名 today.

these three duties differentiate true managing partners from admin partners. true managing partners

1. manage partner performance and behavior
2. hold partners accountable
3. drive the firm’s growth and profitability

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you need skills in general, in business development and in being a good boss.

by marc rosenberg
the rosenberg practice management library

the old-school way of developing staff into partners was very simple:

• staff are bountiful. those with the right stuff move up; we’ll move the others out and hire a new crop to replace them.
• it’s up to the staff to pull themselves up by their own bootstraps and make their mark. nobody showed us how to make partner. nobody held our hands.
  

more: making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner
exclusively for pro members. log in here or 2022世界杯足球排名 today.

• it’s up to the staff to tell us that they want to be partners. unless and until they show us this ambition, we won’t talk to them about becoming a partner.
• bringing in business can’t be taught. you’re either born with it or you’re not.
• and while we are on the subject of business development, we all know from experience that marketing must be done nights and weekends. clients are too busy during the day. and we need the days to get our billable hours in. so a partner must commit to working long hours, including nights and weekends, and be willing to sacrifice his or her personal life for the firm.

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