survey: how firms handle backups
can you say “cloud”?
by randy johnston and brian tankersley
the accounting firm operations and technology survey
featured
tax season is over; now what?
how are you marking this year like no other?
by ed mendlowitz
call me before you do anything: the art of accounting
i always ended tax season with my office closed the next day. we once gave employees a choice of taking off either the day after or friday after tax season. those who chose the friday said they should have taken off the day after. that day off provided a way to unwind and just be lazy.
more: when parents, children hit an impasse | how bickering can ruin a family business | one hour a year since 1972 | why annual staff evaluations fall short | why create an accounting firm business model? | the clients that keep you awake at night
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one year, one of my partners, a close friend and i all bought new cars that day. it is a day to clear your mind and come down from a high-performance mentality.
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advisory vs. low-value clients
where is your energy best spent?
by gary bolinger
all firms have low-value clients. sometimes, they take more time than they are worth. there is never any growth with those clients. same thing, year after year.
more: 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
it isn’t all that much fun to work on those engagements. these clients are generally interested in the lowest fee possible, but they create a lot of work or anxiety in many ways.
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what do you sell on?
8 key questions to get you started on your accountability journey.
by martin bissett
why job #1 for new partners must be staff development
what do they want most? challenging work. surely you must have some.
by marc rosenberg
the rosenberg practice management library
firms have two levels of expectations of new partners. many firms aren’t consciously aware of these alternatives, but they exist nonetheless, and they are quite different from each other.
more: how to get promoted to manager | how to create a path to partner | making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner
expectation 1: the new partner is qualified for the job.
new partners must drive the firm by
- increasing revenue by bringing in new clients
- retaining clients and expanding services to them
- developing staff, helping them learn and grow
- providing proactive, world-class service to clients
- having the leadership skills to take over the firm from existing partners
if new partners don’t do these things, then they don’t fully perform like partners.
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