15-item checklist on effective staff management.
ed mendlowitz, cpa, abv, pfs
author of “implementing fee increases”
question: my staff doesn’t listen to me. to be able to manage and control my business i need them to prepare a monthly schedule of what they plan on doing that month. i further need to know each morning if they did what they were supposed to do the previous day, and whether there was anything not done, or anything extra that wasn’t planned on. my problem is that they don’t give me the schedule and then don’t call or email me to tell me what they did. i really need to know this stuff and can’t figure out how to get them to do it. what can you suggest? read more →
from personal assistant to true coo: how firms are delineating the job. sophisticated cpa firms are adding the position of firm administrator at an increasing rate. but there is still little consistency in what that entails. some firm administrators have … continued
in a 43-item checklist based on surveys of the best-run firms in the nation, marc rosenberg, author of “cpa firm management and governance: the managing partner’s guide to running a cpa firm like a business,” details the allocation of duties and responsibilities that distinguish the separate roles of the managing partner as ceo and firm administrator as coo.
it’s easy to see why the managing partner should be the executive most responsible for holding partners accountable. but other questions are not so clear: who manages the banking relationships? who works with partners to set goals? who’s responsible for profitability?
the answers may surprise you. if they don’t, then you’re already doing everything right.
here’s the checklist:
by marc rosenberg
author of what really makes cpa firms profitable?
at a monthly roundtable of 25 managing partners from most of chicago’s largest local firms, several highlights emerged, including insights into:
especially in these trying times, partners must show leadership by accepting the consequences of their actions – or their inaction.
accountability is the essence of your success, according to management consultant august aquila, author of “leadership at its strongest: what successful managing partners do.”
“i don’t think that the average partner takes accountability seriously,” aquila says. “if they did, they would take their individual goals more seriously and not let their fellow partners down.” read more →