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partner compensation: a potent weapon

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if the executive and compensation committees aren’t one and the same, they at least should have heavy overlap.

by marc rosenberg
the role of the managing partner

does compensation motivate partner performance?

i’ve done a lot of research on this over many years. the short answer: yes, money motivates performance, but it’s often not the best motivator.

more: the managing partner’s secret weapon | how to enforce the partner agreement | the 9 biggest merger pitfalls | 10 ways to hold partners accountable | make sure partners focus on two things | how the managing partner manages the partners
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the managing partner can best impact partner performance by the following:
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tax season ends with pros covering 54% of returns

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data chartdirect deposit refunds were the only down note.

by beth bellor

the final report from the tax season we thought would never end is in, and on higher notes than might have been expected.

more: 54% of tax returns go through pros | tax pros race to the finish line | tax pros widen lead over amateurs | pros surge ahead in tax prep | tax pros handle 53% of e-filings | tax pros hold their ground
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the agency received 148 million individual income tax returns, up 11.8 percent from the same period in 2020, when the endless season was 18 days longer. it processed 135.8 million returns, up 13.4 percent and setting the processing rate at 91.7 percent.
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would you buy your own services?

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business meeting of a woman and two mentemplates are handy but don’t show understanding of what the client wants.

by steven e. sacks
the new fundamentals

do you ever wonder why after spending many hours on drafting, editing, proofing and polishing – and proofing and polishing just once more – your engagement proposal efforts did not result in winning the engagement? and if this happens on a semi-regular basis, the frustration is never easier to take.

more: the future of the accounting profession | 7 signs your accounting firm agreement falls short | five common negotiating mistakes | reaching for authenticity in client service | deadlines? ha! don’t make me laugh | organizational change starts and ends with people | busyness isn’t the same as productivity
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you may have the requisite knowledge and experience and perhaps even a broad view based on a diverse set of clients. however, you may have become complacent by maintaining a “cookie-cutter” approach to developing your proposals. like the old joke defining a consultant: “a person who takes off your watch, tells you the time and gives the watch back to you,” implies an approach that you believe is best for your potential client, yet reflects no understanding of what the client actually needs.
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the 5 key skills of innovation

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businessman switching on "innovation" slider buttonyour firm needs them now more than ever.

by gary bolinger

peter drucker once said, “every organization, not just businesses, needs one core competency: innovation.”

one core competency. that is powerful. in today’s pandemic environment and, as we prepare for the post-pandemic environment, it is more important than ever in businesses of all kinds, including cpa firms. cpa firms need to prepare to assist clients for the world ahead. there won’t be a return to “normal” as we remember it for some time. and that means cpa firms must innovate in client service to add value in this new environment.

more: advisory vs. low-value clients | what + who leads firms to better service | how accountants are profiting in disruption | ask the right question(s) | seven elements of engagement for cpas | true advisory work isn’t just consulting
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

innovation sounds big. innovation sounds big because we tend to think about historic innovations, and they were big. you know … the wheel, the printing press, railroads, mass production, airplanes, the electric light bulb, television, the internet and cellular phones.
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