the gap between partners and candidates
what we’ve got here is failure to communicate.
by martin bissett
passport to partnership
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family trees of clients
have you taken the time to trace your referrals?
by ed mendlowitz
call me before you do anything: the art of accounting
for those of us in public accounting, there is a continual need to get new clients. many times we look beyond what we have for the “new” when the growth is there for the taking.
more: the 10 best movie accountants | why accountants quit | when siblings battle over the family business | how bickering can ruin a family business | the six types of “impossible” clients | you’re not just taxes | granting unconventional request pays off | 20 best practices for staff training and retention
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one of the most important ways a practice can grow is for existing clients to recommend new clients. i have always valued such referral sources, and this value surpasses the fees they pay us. they look out for us and help us grow – i owe them!
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critical pieces of your new-partner agreement
firms: have you addressed all these items? be ready.
by marc rosenberg
the rosenberg practice management library
what is a partner agreement?
more: what new partners should know about buyouts | comp: what new partners don’t know | there are two kinds of accounting firms | how to get promoted to manager | the 17 rules for making partner at a cpa firm
according to nolo.com, “a partner agreement spells out the rights and responsibilities of the firm’s owners. without one, firms will be ill-equipped to settle or avoid conflicts because if certain key passages are missing or written improperly, the courts will intervene in ways that the partners may not like. a partner agreement allows the firm’s partners to structure their business relationships with each other in ways that suit their desires, needs, and preferences.”
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tech: accountants are losing the race
what do other businesses know that we’re ignoring?
by 卡塔尔世界杯常规比赛时间
among the many wonderful things covid-19 bestowed on american business, new business models probably rank first. those who figured out how to adapt found themselves competitive. those who didn’t now drive for uber.
more: automation without accountants
the accounting industry was among the quick adapters.
though quick to adapt to a modified office structure, cpa shops have been slow to adopt automation. other small and medium-sized businesses (smbs) have proven far quicker.
when the last accountant was truly incompetent
not just bad, but malpractice-level wrong.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: i was asked to consult with a client selling his business and provided a fixed-fee estimate for the project. the fee was layered based upon how the project progresses.
more: don’t like checklists? find a new job. | five ways to get staff to own their work | writing a reference? here’s how | 44 key attributes for assessing staffers | make cpe worth your while | what to do with a lousy client? | but i am managing! | how to run a practice in 90 pages | how improv can help accountants | four tips for new partners | an alternative to pro bono
i am usually pretty good at estimating what these things cost, also considering that the accountant might not have done too good of a job and some minor fixing up is needed. however, in this situation the reports the accountant prepared were totally wrong and needed massive changes. how should i handle this?
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