today’s top six trends in partner comp
including point and counterpoint on 10 issues.
by marc rosenberg
leadership
so much to do and so little time: achieving success in the c-suite
how to learn and teach leadership skills.
there is no one right way that leadership can be defined.
more: how to think beyond accounting with judy trepeck [video and podcast] | bill reeb: new rules for the covid era [video and podcast] | is your message open to interpretation? | political correctness or just common courtesy? | syncing up for the covid era | profit is not a mission | confronting leadership: not such a bad thing | new opportunities for a ‘new normal’ | is trust elusive? | working remotely shouldn’t mean feeling isolated
exclusively for pro members. log in here or 2022世界杯足球排名 today.
a high-level title is not a definition. neither is the continuous delegation of work without context nor unilateral decision making.
how many hours should accounting staff work?
it depends. but you knew that.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: how many hours a year do you recommend staff working?
more practice doctor q&a: get staff to take ownership of work | the 44-point staff performance evaluation checklist | how to choose the right cpe | checklist for running a practice | why more firms are trashing timesheets | how much overhead is too much? | there’s more to growth than marketing | how to make staff a team again
exclusively for pro members. log in here or 2022世界杯足球排名 today.
answer: it depends…
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the two most common management styles
do cpa firms need management or leadership?
by bill reeb and dominic cingoranelli
let’s start out with a straightforward question. what is the difference between management and leadership?
more on performance management: 8 ways to manage clients | the limitations of rainmakers | firms only grow when partners play their roles | the four basic parts of cpa firm partner agreements | younger partners see succession differently | how to compensate your managing partner | the job of managing partner: empowered or emasculated? | how the best managing partners turn ideas into reality
from one point of view, leadership is far different than management.
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8 ways to manage clients
this is job 1 for the practice owner.
by bill reeb and dominic cingoranelli
whether you simply desire to improve your firm’s operations or identify and implement a new long-term strategy, you need to be clear about the role that the owners, partners or shareholders should be playing in your firm.
more on performance management: the limitations of rainmakers | different roles for different partners | how big ‘books’ hurt firms | developing a three-year vision [video] | more merger questions than you imagined | mps: how to elect them … and fire them | partners as role models: the good, bad & ugly | managing the managing partner
to be sure, the roles and responsibilities of a cpa firm owner or owners will vary from firm to firm, based on that firm’s needs and circumstances, and you need to adapt any recommendations to fit your firm’s situation.
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