by sandi smith leyva
the accountant’s accelerator
here’s a quick exercise: choose any person in your work life or personal life. now think back to last few interactions you had with that person. recall what was said and classify your list into two groups.
what interactions, comments and questions did you have with your chosen person that were negative? here are some examples of things that are in the “negative” group: read more →
partners persuade their people to join them on the journey and to play a part in building a better firm.
by robert j. lees and
august j. aquila
creating the effective partnership
just as the partners need to engage with the firm’s vision so do the firm’s people. but, like everyone, they actually engage with people not words. so, effective partners continually engage with their people, regardless of their level and role. they go out of their way to create a personal bond, sharing personal information and operating with honesty and integrity in all of their interactions.
creating the effective partnership: every partner’s first question: ‘what’s in it for me?’ | the 9 building blocks of a winning vision that the big four have discovered | the politics of an accounting firm partnership | nine rules to creating highly effective partnership teams | audacious vision and grand purpose prove essential to cpa success | are you creating a sustainable firm? | the debilitating effects of denial at accounting firms | the five psychological hurdles that cpa firms must confront today read more →
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: most of my clients are either tax returns or small business clients. the number of individual tax returns grows each year, but i seem to be standing still with business clients. for every new one i get, i lose one. otherwise, i have about a 6 or 7 percent turnover. is there anything i can do to keep them?
response: i think small business clients need extra hand-holding from us because they are really alone.
by marc rosenberg
cpa firm mergers
with 80 percent of first-generation firms never turning over to a second generation of owners, it’s no wonder that merger mania continues unabated. each year sees increased merger activity over the one previous.
“merger mania” is particularly prevalent among the top 10 to 25 firms in the largest 75 markets in the u.s. and canada, partly due to the “new normal” – an economy that remains too sluggish to satisfy the ambitious growth targets of these top performers. but acquiring talent and niches is equally as important a reason for mergers to these larger firms, as is increased revenue.
sellers, however, remain hesitant.
and 17 ways to repel one.
after more than 20 years as a business adviser to cpa firms, marc rosenberg has seen his share of cpa firm mergers. each one is a little like a romance. there are turn-ons and turn-offs. every deal is different, but rosenberg says there are 15 rules of attraction (and 17 for repulsion) that apply to all types of mergers: read more →