marc rosenberg, author at 卡塔尔世界杯常规比赛时间 - page 42 of 44

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 →

leadership

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 →

leadership

leadership is overrated: it’s good management that makes successful firms

plus: a dozen deep thoughts on leadership vs. management in accounting firms.

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

while the differentiation of management from governance is really an issue of professional jargon, a discussion of “management vs. leadership” is a more substantive matter. during my 30-plus year career in the business world, i have read many books and articles and heard many speeches on these two subjects that are near and dear to my heart.

more on cpa firm management and leadership: 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

when reading on management and leadership, it seems we are being told that the two traits are almost mutually exclusive, like black and white. yes, it’s true that many inspiring, innovative leaders are lousy managers because they don’t have the focus and discipline required to manage. and some managers make terrible leaders because either they lack the necessary interpersonal skills or over-rely on titles, authority and intimidation to get people to follow. read more →

management

40 great ways to improve firm profitability

how many has your firm implemented? read more →

management

four management metrics that fool even the best-run firms

how looking at realization, billables, utilization, and labor costs can lead you astray.

by marc rosenberg, cpa
author of “what really makes cpa firms profitable?”

if you’re striving to maximize profitably in your accounting firm (and who isn’t these days?), there a few important things you need to do.

卡塔尔世界杯常规比赛时间 pro members get more [go pro here]: 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 •

and then there are four things that are just a total waste of time. like these. read more →

management

19 ways to improve accounting firm profitability

only 19?

by marc rosenberg, cpa
author of “what really makes cpa firms profitable?”

partners are generally paid a lot more than firm administrators. for good reasons.

the marketplace has determined that doing what a partner does (bringing in business, possessing high levels of technical expertise, managing client relationships and managing the firm) commands a higher level of compensation than doing what a firm administrator does.

related: 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 •

therefore, it makes no sense to pay a partner to do an administrator’s work. besides, most partners aren’t as good at administration as trained, experienced administrators are.

client service opportunities

de-bunking the myth about niche marketing for tax and accounting firms

plus, five more essential pieces to the profit puzzle.

by marc rosenberg, cpa
author of “what really makes cpa firms profitable?”

i want to de-bunk a myth about niche marketing. many cpas that i have talked to think that niche marketing means that most, or all of their business, needs to be in their niche.

they think they will have to stop being generalists or will have to give up all their clients outside the niche. this is absolutely not the case. read more →

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