leadership archives - page 146 of 261 - 卡塔尔世界杯常规比赛时间

nine factors for dividing the partner pie

november 17, 2015

how to decide who gets how much voting power.

by bill reeb and dominic cingoranelli

people who can lead, develop, train and supervise others are worth much more than those who can just make themselves faster, better and stronger.

equity ownership allocation is a critical success factor if you expect your firm to continue after you leave. for many firms, reallocation of equity ownership is or will be an important part of succession planning. while it can cause some anxiety for your owners’ group as you go through the process, it’s better to confront the issues now, to help ensure that your firm is in good hands after your leave. it’s not necessarily easy, but it must be addressed for long-term success.

more on performance management: 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 | do cpa firms need management or leadership?

when you are deciding which partners should have more say (or less say, which is just as important), you need to consider issues such as whose judgment partners trust, who is pulling the wagon, who consistently acts in the firm’s best interest, or who is viewed as a current or future leader. with this in mind, here are nine areas to evaluate or each partner: read more →

how to sell your practice

november 16, 2015

by edward mendlowitz

a broker is an option, but you have things to decide first.

by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor

question: we are contemplating selling our firm. it’s a difficult decision due to the financial rewards and the enjoyment we get from our work. i am 63 and my wife-partner is 62 and we are not in a hurry.

more practice doctor q&a: why gross is the method for pricing a practice | when a client balks at necessary work | before you even think about selling your practice | how much should you pay to buy, sell or merge an accounting practice? | when is it time to merge?

we would like to sell to a cpa who would be very committed to this business and our clients, many of whom have been with us for over 20 years. how should we start?

answer: i don’t think it is too difficult to sell accounting practices – there seem to be more buyers than sellers. i suggest not “advertising” that you want to sell, but start meeting with firms about two to three times (or more) larger than you are so they would be able to absorb your practice comfortably. the meetings now will give you a feel of who is interested and serious in your practice. read more →

8 ways leaders destroy firms

november 15, 2015

by august j. aquila

and 3 ways to stop them.

by august aquila
creating the effective partnership

many accountants could add to this list.

more on leadership: the 4 best ways to use your senior partners | how to tell a culture change is due | today’s top six partner compensation trends | 11 steps to building a better partnership team | why your firm should be a republic | 8 financial ducks to line up now | partnership is about persuasion | 6 things leaders must do | it’s not always about money: 16 tweaks for your comp system | how to build a growth-centric pricing strategy | how to combine two firms after merger: carefully

but here are some of the surefire signs that a firm has weak leadership driving the firm toward implosion: read more →

10 ways to build a better firm

november 10, 2015

by 卡塔尔世界杯常规比赛时间 research

by august j. aquila
creating the effective partnership

as the saying goes, a picture is worth a thousand words. your vision is a journey to some place in the future. it’s not where you are today. it may even take generations to get there. it becomes even more compelling when it’s somewhere your people want to go.

more on leadership: the 4 best ways to use your senior partners | how to tell a culture change is due| today’s top six partner compensation trends | 11 steps to building a better partnership team | why your firm should be a republic | 8 financial ducks to line up now |partnership is about persuasion | 6 things leaders must do | it’s not always about money: 16 tweaks for your comp system | how to build a growth-centric pricing strategy | how to combine two firms after merger: carefully

while it’s the ultimate destination that people engage with, the journey there is also important. if the endpoint is exciting and has benefits that your people share, they will be more engaged in the journey. and, when partners are engaged with the firm’s future, they perform better.

so, how do you create a firm where all of the partners work to create an even better firm?

here are some ideas:

the hazards of not reallocating partner equity

november 10, 2015

by succession institute

“this stage is usually when the crap hits the fan in many organizations.”

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

let’s look at the common pitfalls we find with ownership distribution, using scenarios to drive home various points. let’s say we have a five-partner firm.

the ownership and age is as follows:

partner equity age

senior partner 1 (sp1) 35% 65

senior partner 2 (sp2) 35% 63

junior partner 1 (jp1) 15% 53

junior partner 2 (jp2) 10% 48

junior partner 3 (jp3) 5% 42

first of all, many firms would die for this kind of age split as – unfortunately – many firms have partners much closer in age than this 23-year range example. but continuing on, let’s say senior partner 1 (sp1) wants to retire at the end of this year. if this would occur as it does in many firms, we would be scrambling for additional partners. but for the sake of this discussion, let’s say we just addedjunior partner 3 (jp3) last year and we will add jp1 immediately after sp1’s retirement with an ownership interest of 5 percent.

so, if this were to occur without unusual intervention, the new ownership percentages would look something like this a year later: