it starts with how to make a successful senior manager.
by marc rosenberg, cpa
how to bring in new partners
how are the duties and responsibilities of a new partner different from those of a manager? this is one of the grayest areas in bringing in new partners. read more →
start with planning and coaching.
by steve erickson
steve erickson llc
improving partner and staff accountability is essential in these economic times.
review notes and backward looking evaluations might well have some influence on future performance but do not have any impact on what has already taken place. there is a better way to get to get your partners and staff to take ownership and agree to be accountable.
here’s how you can immediately improve accountability and performance in your firm: read more →
take a lesson in change management from weight watchers.
by august aquila
aquilaadvisors.com
david maister in “strategy and the fat smoker” notes that there are two elements needed in order for us to change. the first is a willingness to do it. the second is determination. but alas, we know the path to hell is paved with good intentions.
there are a multitude of platitudes about change. but unless we change we don’t grow and the skills that got us to where we are, won’t get us to the next level. none of us can achieve more unless we become more. if i fail to change, i will not produce different or better results, but only the same thing. this is extremely dangerous because the world around us – our clients, our employees, the market place continue to change.
take a quick acid test. what do you know today that you did not know five years ago? ten years ago? if your list is short, you haven’t changed much. if your list is long, congratulations! the longer the list, the better.
marc rosenberg explains why change needs to start at the top…
after 0.5% in 2010.
despite what the economists say, a return to “healthy” growth rates and profit increases for accounting firms is “nowhere in sight,” according to marc rosenberg of the rosenberg associates.
based on a nationwide survey of 49 managing partners at “successful, mid-sized firms,” rosenberg tells cpa leadership forum report:
marc rosenberg, author of the rosenberg map survey, says too many cpa firms fail to heed their own advice to clients: they don’t run their firms like a business.
litmus test: do you believe you can achieve more together than individually?
by august aquila
aquilaadvisors.com
everyone knows that partner unity is one of the keys for success. and we know the benefits of having greater partner unity than the next firm – better client service, less employee turnover, superior profitability.
the problem than many firms face is this – they don’t know how to create partner unity.
first, let’s define what partner unity is not.
now, let’s define what unity is. read more →
strong showing from midsized accounting firms through recession. the soon-to-be-released rosenberg map survey of over 400 mid-market cpa firms is expected to show average net income per partner of $354,000, down 3% from the year before. marc rosenberg, the creator … continued
sam allred says accounting firms that achieve above-average results can be measured by six key performance indicators. by rick telberg after almost two decades of uninterrupted growth, the great recession has created a time of reckoning for many accounting firms. battered … continued
(what recession?) the surprising thing about aomar’s cpa firm practice management survey 2010 is that there were so few surprises. the study turned up very few significant changes between 2009 and 2010. of course, it’s possible that the major metrics … continued
no fee growth across all sizes of firm by marc rosenberg, cpa the mantra in 2009 was “flat is up,” which meant that cpa firms would gladly settle for 2009 revenues that simply held firm at the 2008 level, given … continued
do you have the courage to change the firm’s culture?
by august aquila
accountability, according to the merriam-webster on line dictionary, is “the obligation or responsibility to accept responsibility or to account for one’s actions.” let’s explore what this definition means.
first, there is an obligation. an obligation is a promise to do something. if a company has a financial obligation and fails to meet it, it may go into bankruptcy. if individuals fail to meet their obligations they also fall into a state of bankruptcy – i.e., failure.
second, it is a personal responsibility. each individual needs to account for his or her own success or failure.
impact of lack of accountability
there is a real financial impact to the firm because of a lack of accountability. read more →
and 12 things that should. by august aquila the purpose of the retreat should be clearly thought out early in the year. articulate one or two goals for the retreat. you need to be very specific as to what you … continued