survey: if only we had time for …
sure, relaxing, but prospecting and professional development are right up there.
by randy johnston and brian tankersley
the accounting firm operations and technology survey
featured
five ways to evaluate partners
bonus: two forms you can use.
by marc rosenberg
the rosenberg practice management library
why do firms conduct performance evaluations of partners?
- to clarify what is expected of the partner
- to improve performance
- to provide management with information to use in allocating partner income, which should be linked to performance
more: compensation is no way to manage partners | make sure partners focus on two things | entitled rainmakers and other practice development errors | breaking it down: marketing job descriptions | how and why to hire a marketing director | how to brand and differentiate your firm
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five types of partner evaluations
- self-evaluation
- upward evaluations of the partners by the staff
- client satisfaction and loyalty surveys
- peer evaluations
- traditional one-on-one appraisal sessions, same as for staff
larger firms use evaluations more than smaller firms. this is because larger firms tend to have more sophisticated management practices, including partner accountability, which is one of several techniques for managing partner behavior and conduct. smaller firms often avoid partner evaluations because they struggle with partner accountability. that’s not good, but that’s the life they lead.
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true advisory work isn’t just consulting
the difference may seem slight. but the dollars are very real.
this is the first in a series of articles by gary bolinger, the former ceo of the indiana cpa society, explaining how accountants can move beyond consulting and into higher-level advisory relationships with clients
by gary bolinger
call it consulting, advisory, small business growth or entrepreneurial services – does it make a difference? cpa firms are seeking to add value to clients in non-traditional ways. something other than compliance-related services. but firms seem to struggle with defining what “it” actually is.
all too often consulting services are after the fact. practitioners discover a “problem” or some kind of shortcoming through a tax or financial reporting engagement. dutifully, the practitioner brings the issue to the attention of the client. the client dutifully asks what should and can be done. after some discussion, there are agreed-upon next steps. problem solved. sort of. that is consulting.
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you’re not just taxes
make sure tax clients know about other services.
by ed mendlowitz
call me before you do anything: the art of accounting
during a tax return preparation interview, getting a client’s information is a tremendous opportunity to find out the concerns of the client and how you can help.
more: 20 good ways to boost tax season production | how to recoup staff training costs | 10 ways to stay in control | advice to new accountants | clients don’t lose sleep for overpaying taxes | when time-based pricing works
the assistance you give can sometimes provide a life-changing benefit to the client while enabling your firm to increase its service base and gain additional revenues.
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7 checklists for scheduling, petty cash and more
apply systems to the nuts-and-bolts chores.
by jassen bowman
every office function should have a system.
more: difficult phone calls are opportunities | 11 steps for handling client complaints | office safety and more: checklists for your tax resolution setup | how to build a tax resolution business | why lists are not leads | your sales funnel needs systems
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here are some miscellaneous but vital functions and how to handle each one.
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