why failure is a value proposition.
by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute
i want to start by talking about the phrase “having your employees’ backs.” so what does this mean? simply that, as the boss, you will take the bullets publicly for your people’s mistakes. this is such a rare phenomenon that many of you have never experienced what i am referring to – a boss taking the heat for his or her people.
more growth & succesion: 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management
most of the time, when problems are uncovered, company cultures are “at the ready” to quickly identify someone to blame regardless of the situation. in these organizations, those with exceptional cya skills are the most highly valued. no, i did not misspell this acronym as it was not meant to be cia (as in the government intelligence agency or certified internal auditors), but rather those good at covering their butts (i guess i should have referred to it as cyb).
plus a tip for increasing revenue if needed.
by ed mendlowitz
question: are there any rules of thumb for a cpa firm’s overhead and salary costs?
more practice doctor q&a: when partners stop growing | clear billing procedures make collecting easier | before you even think about selling your practice | are you managing knowledge or wasting it? | 7 ways to lose a client’s trust | 12 must-knows for niche markets | when fees don’t keep up with cost increases | when is it time to merge? | 18 ways to blow a partnership opportunity | 6 ways to know what you don’t know | 6 simple steps to impress a prospect |tax return reviewer ticking and tying |23 reasons clients really need you for taxes |complaining client? no wonder! | running an accounting business
answer: the rosenberg survey has excellent metrics and is highly recommended. on a less scientific basis you can use as a general rule of thumb 1/3 for salaries, 1/3 overhead, 1/3 partners salary.
… unless you want to grow your business.
by wesley middleton
middleton raines llp
this is not only directed at the profession of cpas of which i am a proud member, but to the clients we serve. i see so many posts on how we need to change and evolve that i am almost disgusted. we have what everyone wants: trust. the absolute trust of our clients. more than doctors, more than lawyers, more than any profession that i can think of. and we need to evolve? what we should do is not lose it!
related: why my people take 5 days off (yes, in a row) | four major misconceptions about millennials
well, yes, we do need to evolve. but not from the perspective of being more to our clients than what we are. it is our business model that must evolve as cpas.
read more →
how common management pitfalls hurt firms and employees.
by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute
how do attitudes, misconceptions and bad habits get in the way of our learning to be better managers?
related: do cpa firms need management or leadership? | job 1 for the practice owner: client management
here are five common attitudes, practices and perceptions we find:
bonus checklist: nine things needed for firm growth.
by ed mendlowitz
question: i am the managing partner and run a tight ship, however, some of my partners do not appear to be growing and on some level that is holding back the firm’s overall growth.
more practice doctor q&a: billing procedures make collecting easier | there’s more to growth than marketing | how to make staff a team again | before you even think about selling your practice | how to make annual staff evaluations work | it’s not sales. it’s your duty | when staffers stagnate | quote with care when asked for valuation | how much should you pay to buy, sell or merge an accounting practice? | when fees don’t keep up with cost increases | 10 (nearly) painless ways to keep up to date with technology | 44 critical criteria for accounting staff performance evaluations | 5 time management tips for an overworked accountant | running an accounting business
any suggestions or is this just the way it is? read more →
how friending, liking, connecting or tweeting can come back to haunt you.
by r. peter fontaine
newgate law
it is axiomatic that the only true assets of any accounting firm are its clients and its people. these relationships are typically protected through a legal agreement between the firm and its people. known as restrictive covenants (or, colloquially, as “non-competes”), under these contracts former partners and employees are prohibited from soliciting or serving firm clients, and soliciting or hiring firm employees.
restrictive covenants are becoming increasingly more significant in the accounting industry because of the growing mobility of and competition for a scarce workforce and partner and employee “fallout” following a merger. the ever expanding popularity of social media only contributes to the uncertainty surrounding the enforceability and effectiveness of post-employment restrictions.
differentiating between the two, and the two most common styles of management.
by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute
let’s start out with a straightforward question. what is the difference between management and leadership?
from one point of view, leadership is far different than management. for example, leadership might be all about developing a vision for the organization, being innovative, motivating others, empowering those around you, focusing on developing the people around you instead of just developing yourself, looking for positive ways to change, doing the right thing, and keeping the forest in view and not just see the trees.
tips for handling everything from late payers to extra services to minimum fee schedules.
by ed mendlowitz
question: can you give me some suggestions on overall firm pricing and billing methods?
more practice doctor q&a: there’s more to growth than marketing | how to make staff a team again | before you even think about selling your practice | how to make annual staff evaluations work | change your thinking about ‘small’ clients | why adopting new technologies is a must | when fees don’t keep up with cost increases | lowballing and why it (usually) doesn’t work | what goes in a client’s permanent file? | why the average fee doesn’t matter | how to apply value pricing to bundled services | 6 ways to take a client beyond tax prep
exclusively for pro members. log in here or 2022世界杯足球排名 today.
answer: here’s how we’ve handled the billing and collection process at my firm.
bonus checklist: 5 steps you can take today.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: my staff seems to have “wandered” away from feeling this is a firm – that we are all in this together – to becoming a bunch of people who happen to work at the same address.
more practice doctor q&a: how to make annual staff evaluations work | when staffers stagnate | 7 ways to lose a client’s trust | 18 ways to blow a partnership opportunity | when a staffer stops listening | making meetings more productive | 44 critical criteria for accounting staff performance evaluations
do you have any suggestions to get them to pull together?
answer: yes… read more →
bonus checklist: 14 data points you’ll need about your firm.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: do you have any advice to someone preparing to sell their practice?
more practice doctor q&a: how much should you pay to buy, sell or merge an accounting practice? | when is it time to merge? | 8 times when hourly billing trumps value pricing | 10 do’s and don’ts for making small business clients happy | 10 (nearly) painless ways to keep up to date with technology | 5 time management tips for an overworked accountant | complaining client? no wonder! | running an accounting business | pricing, billing, costing: don’t blame clients
answer: here are some things to do when preparing to sell your practice:
read more →
bonus checklist: six essential ingredients for the highly effective performance evaluation.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: do you recommend annual staff evaluations?
more practice doctor q&a: when staffers stagnate | when to hire an admin assistant | 12 must-knows for niche markets | when large (or any) clients need backup assurances | when experience doesn’t add up | 6 ways to know what you don’t know | 10 do’s and don’ts for making small business clients happy | when a staffer stops listening | making meetings more productive | 44 critical criteria for accounting staff performance evaluations
answer: yes and no.
bonus checklist: 11 services that should be part of every “cfo” engagement.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: i have many small business clients and can’t seem to get larger clients. any suggestions?
more practice doctor q&a: it’s not sales. it’s your duty | 7 ways to lose a client’s trust | 6 ways to take a client beyond tax prep | 10 do’s and don’ts for making small business clients happy | 14 ways to switch to value pricing | pricing, billing, costing: don’t blame clients
answer: when i started, we called the work we did for small clients “writeups.” at some point, write-ups were an embarrassment and we stopped calling them that – we said we handled family businesses. read more →
bonus checklists: 5 essentials and 4 questions to help you determine what’s right for your practice.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: when should i adopt new technology? i do not see any benefit to being paperless and the cloud (whatever that is) and do not know why there is such a big fuss over these things. any suggestions?
more practice doctor q&a: are you managing knowledge or wasting it? | it’s not sales. it’s your duty | when to hire an admin assistant | quote with care when asked for valuation | when is it time to merge? | why the average fee doesn’t matter | no more printouts at cpe programs? | 10 do’s and don’ts for making small business clients happy
answer: you have adopted new technology, just not enough, or not soon enough.