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how to focus your priorities

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meditative businessman is pondering time management while surrounded by alarm clockswhat is the best use of your time right now?

by bill reeb

all of us, no matter what our income, gender, race, religion, origin, have the same amount of time – 24 hours in a day, 365 days in a year. each of us has the same capacity. the question is how we use it.

more: why clash when you can harmonize? | rely on strengths … but not too much | when to cut your losses | make worry work for you | why we have to deal with guilt
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for most of us, you can carve out roughly 3,000 of those hours for sleep. even if you don’t need eight hours, you need some time to sleep, and that number cuts a big hole into your available capacity.
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irs has recruiting problems, too

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irs budget cuts lead to staff cuts, even as returns climb.
irs budget cuts lead to staff cuts, even as returns climb.

theirs stem from money woes.

by 卡塔尔世界杯常规比赛时间 research

the irs may a one-of-a-kind organization, with a unique mission, strengths, and weaknesses. but in at least one way, the irs is a lot like many tax and accounting firms.

more on tax season: team expectations: a checklist for busy season | you’re not just taxes | the happier, saner, richer tax firm | survey: a glint of optimism for 2021 | ppp traps: 1 in 5 accountants report shady dealings

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the problems, of course, are many. but one rises above all the others:  staff recruitment and retention.

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10 ways to hold partners accountable

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business meeting of a woman and two mendo your firm’s core values mean anything?

by marc rosenberg
the role of the managing partner

we have addressed the techniques managing partners use to manage the partners. one of the most effective tactics to show leadership in working with partners – and managing the firm – is to create ways to establish accountability for their behavior and conduct. in this post, we drill down on this.

more: five ways to evaluate partners | compensation is no way to manage partners | clarify partner expectations | exceptional managing partners offer their advice
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i have had the privilege of working with dozens of highly effective managing partners during my career. these leaders are the cpa profession’s equivalent of rock stars. one question i always ask them: what makes your firm so successful? they almost never cite the obvious suspects: great at bringing in business. lots of billable hours. high rates. expertise. long work hours.
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14 simple, easy tips for a better tax season

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tax season is supposed to get better every year – if you know what you’re doing.//www.g005e.com/2021/02/24/make-tax-season-better/

by ed mendlowitz
call me before you do anything: the art of accounting

tax preparation is a very serious undertaking that needs to be managed and continuously improved.

more: you’re not just taxes | 20 good ways to boost tax season production | why annual staff evaluations fall short | why create an accounting firm business model? | creating a cross-selling culture | value pricing in uncharted waters
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this requires buy-in from partners, managers and the entire staff. the culture of the firm has to be where only the best work done the right way at the right time is acceptable.

here are some best practices you can consider adopting:
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who’s your most valuable employee?

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don’t be the fool in the room.

by frank stitely
the relentless cpa

we have been heavily in the numbers so far. let’s take a break from that to discuss a factor that, while not heavily numeric, plays a big factor in managing wip – employee productivity. because capacity is the denominator in the lean six sigma equation, and employee productivity is a big factor in capacity, employee productivity becomes a big factor in determining turnaround time.

more: how to implement the laziness equation | the happier, saner, richer tax firm | avoiding projects hung up in process | teaching the meaning of ‘done’ | why millennials are the answer | calculating and cutting turnaround time
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

first, let’s dismiss from the room all the consultants, who tell us that time tracking and productivity metrics don’t matter. for the most part, these consultants have never managed or owned cpa firms. rarely have they worked in firms for any length of time.
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