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why your firm needs procedure manuals

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5 steps to successmake sure you include all steps.

by roman h. kepczyk
quantum of paperless

every firm has accountants who are 10 percent, 20 percent or even 50 percent more productive in their departments than other personnel because they have simply “figured it out.” unfortunately, when these people leave the firm, their unique knowledge of specific processes and shortcuts goes with them.

more: beyond email: new digital tools | why scanning procedures matter | using databases for document management | survey: firms split on mobile device management | need internet? grab your phone | survey: im still not common at cpa firms
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it is the responsibility of firms to capture these individuals’ best practices so that that specific knowledge can be shared and accessed by all firm members both now and in the future. this can be accomplished by making a concerted effort to develop a best practices manual within each department.
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getting by giving back

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professionals don’t operate in a vacuum.

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

i had lunch recently with a colleague who was surprised when i mentioned that i helped another accountant with a problem and “did not charge him.”

more: how to be ’the other guy’s accountant’ | i always want to be ’the other guy’s accountant’ | learning from lee iacocca et al. | getting a referral from an adversary
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i know this colleague and he is a very nice person. he’s a sole practitioner and seems to like what he does, but he has always complained to me that he wasn’t growing and just kept doing the same things over and over again. he told me at the lunch that he would never help someone the way i did without charging for it.
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buyers name 20 big merger turnoffs

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trying to merge? make sure your firm isn’t guilty of any of these.

by marc rosenberg
the rosenberg practice management library

merger talks hitting a bump in the road? is a potential buyer losing interest?

more: smart tech tips from top cpa firms | 15 amazing organizational tactics to manage a cpa firm | why governing by partner ownership is bound to fail | 6 ways to retain nextgen staff | how to develop a truly progressive nextgen culture | the top 5 concerns of great managing partners | partners: when to speak up and when to shut up
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here’s a list of obstacles buyers have cited. not every buyer will consider each one of these issues a turnoff. think of this as a universal checklist.
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the finance side of goals and compensation

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man counting $100 bills into three pilesremember the “one firm” concept is at the core of this discussion.

by tommye barie
the succession insitute

previously we reviewed the goal-setting process, including which person or group should orchestrate which parts of it. now we will conclude the discussion by walking through the financial side of assessing goal accomplishment and how it works when considering actual firm profits.

more: the partner comp battleground | if you don’t eat what you kill, what do you eat? | 3 ways to emphasize the one-firm concept | 8 steps for a successful change process | building competency on every level | change happens: how to master it.
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let’s start with some statistics from our latest succession planning survey, which we did in partnership with the aicpa’s pcps. the following tables show information regarding compensation systems, broken down by size of firm (by full-time equivalent [ftes] which includes everyone, from administrative to staff to partner): read more →

the tax practice traffic cop

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illustration of traffic lightauto-nagging isn’t always enough.

by frank stitely
the relentless cpa

one of your roles as ceo is chief traffic cop. you keep the flow of returns moving along the information superhighway that is your workflow system. you manage the managers. you remove process bottlenecks. you soothe irritable clients.

more: the land mines in tax returns | how to teach reviewing and time management | 4 steps to take before next tax season | some uncommon advice on hiring full-time staff | what goes into a client project? | the value-pricing con job | the 21st-century cpa firm | ruthlessly efficient workflow management
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i live in 15-minute increments during tax season. there are four things i do over and over and over again:
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