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management

the top 5 concerns of great managing partners

industrial metal number 5growth and mergers didn’t make the cut, so what did?

by marc rosenberg
the rosenberg practice management library

i recently updated my research on the role of the managing partner. how better to do this than to poll great mps from across the country? so that’s what i did.

more: partners: when to speak up and when to shut up
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i received responses from 17 mps: three from firms with revenue exceeding $50 million; five firms were $20-50 million; six firms were $10-20 million; and three firms were $5-10 million. as i expected, i received very eloquent, powerful and somewhat diverse advice.
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partners: when to speak up and when to shut up

sometimes the team needs to come first.

by marc rosenberg
the rosenberg practice management library

to paraphrase shakespeare: when to speak up and when to shut up – that is the question. there are times partners should speak their minds and times they should remain silent.

more on partnership: 15 partner agreement weaknesses and omissions | how business entity type affects partner income | what partnership gets you (and doesn’t) | partner comp pearls of wisdom | equity vs. non-equity partners | 5 cautionary tales in partner compensation | new partner vs. manager: what’s the difference? | partner pay in retirement transition period
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a great managing partner once told me, “if you’re not building the firm, then you’re not a partner.”  this post is about two ways (there are others) that partners build the firm. first, by speaking up when your partners need to hear what you think.
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2019: staff policies improve, but not mentoring

and mergers are getting tougher. ouch!

by marc rosenberg
the rosenberg survey

firms are stepping up their efforts to be more liberal and staff-friendly with their staff policies. more unlimited pto polices including many variations of this, working remotely, staff setting their own hours, etc.

unfortunately, i am not seeing any changes in the lip service most partners give to staff mentoring. eighty percent of firms never make it to the second generation – many reasons for this but a big one is that the quality of partner mentoring sucks.
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common approaches to partner agreement provisions

woman winking and holding thumb upfrom retirees to part timers.

by marc rosenberg
the rosenberg practice management library

here are some best practices for partner agreement issues:

more: 15 partner agreement weaknesses and omissions | when solos bring in partners | 10 merger hiccups for partners | mandatory retirement: pros and cons (and is it legal?) | deciding how to allocate partner income
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when solos bring in partners

two businessmen shaking hands across desk and documents in office7 must-haves.

by marc rosenberg
the rosenberg practice management library

many major cpa firm transactions – partner agreements, mergers, the first retirement of a partner and bringing in a new partner – have one thing in common: firms have very little if any experience with them.

more: 8 key items for partner agreements | 12 basics of partner agreements | partner agreement issues affecting women | quick tip: partners investing in clients | non-equity partners: why have them? | why you might want an executive committee | buyout when a partner dies | why and how new partners buy in
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in many cases, it’s the first time they have ever contemplated this move. but bringing in a new partner cannot be done in isolation. all of the following are needed:

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