best practices for client transition

man watching handshake between two womenimproper transitions can lead to reduced retirement benefits.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

when a partner is retiring, there is a transition process that we recommend. let’s break it down into a few simple steps:

more on performance management: how client transition is abused | best practices for mandatory retirement | how retirement issues affect succession planning | succession: the questions to care about | 7 succession questions to ignore for now | how partner ratings factor into equity | hazards of not reallocating equity | the pitfalls of equity allocation and reallocation | develop your employees or suffer the consequences | cpa firm performance assessments: 15 core competencies, 21 questions | how to target what skills to develop now | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? |  job 1 for the practice owner: client management

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partners love, hate leadership

aquila leadership context modelmanagement can’t be left to others. (drat!)

by robert j. lees, august j. aquila and derek klyhn
creating the effective partnership

regardless of their ownership structure, most firms either operate as partnerships or would prefer to operate as partnerships.

more on leadership for pro members: 8 ways leaders destroy firms | the 4 best ways to use your senior partners | 11 steps to building a better partnership team | 6 things leaders must do | how to build a growth-centric pricing strategy | how to combine two firms after merger: carefully

the tensions between being a business and the loss of the values and ethics of being a partnership feature strongly in our research.
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partner retirement and the war for clients

retirement plan label on folderbonus checklist: 8 best uses for a retiring partner.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

once a firm is ready to phase out a partner in retirement, it’s time to move on to the client transition process. but this is the single most abused part of the entire succession process.

more on performance management: best practices for mandatory retirement | how retirement issues affect succession planning | 7 succession questions to ignore for now | how partner ratings factor into equity | the pitfalls of equity allocation and reallocation | cpa firm performance assessments: 15 core competencies, 21 questions | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them)

the reason why this part of the process is the most abused is because both sides the partner nearing mso (henceforth referred to as retiring partners or retired partners) and the remaining partners are motivated to do the wrong things. for example, it is in the best interest of retiring partners to not transition their clients because if they don’t, the firm will need to keep them around to continue to work on them after mso. if this isn’t bad enough, because they did not transition their clients properly, the retired partners have a great deal of leverage since they are now entitled to their full retirement pay and still have control over some or most of their client base. this allows the retired partners to gain additional benefits from the partner group by basically reselling their clients to them again. unfortunately, this situation is more the norm than the exception.
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the true measure of practice growth

yellow retractable steel tape measurethe three critical questions you should be asking.

by lee eisenstaedt
leading with courage academy

question: is your firm really growing as much as you think?

you probably celebrate when you win a new client, but what do you do when you lose one? which leads to this little exercise… what are your revenues and profits over the past 12 months after you:

• take out any mergers and acquisitions completed during that time?
• take out any price increases implemented in the past 12 months?
• take out all the new clients acquired in the past year?

what’s left? what kind of real growth remains? even with those questions answered, you may be ignoring three fundamental considerations. read more →

how to decide who decides what

stack of cards labeled with question marksbonus charts: 15 habits that make a partner. plus: equity vs. non-equity partners, and a voting decision grid.

by marc rosenberg
cpa firm retreats

“i can’t manage this firm if i have to take a vote every time i want to make a decision.” – tony kendall, ceo of top 200 firm mitchell & titus, shortly after taking over from the firm’s founder.

more on retreats: 30 marketing and growth questions to cover at a retreat | how marketing for cpa firms is different | why create a marketing plan? | thinking of merging? discuss it at a retreat | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

there are decisions that managing partners should make without a partner vote.

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