staffing & recruiting

managing the managing partner

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businessman standing at conference table with 4 colleagues seated behindchecks and balances are key.

by bill reeb and dominic cingoranelli

as past success and personal development continuously demonstrate, organizations operate more effectively when people are managed. and since partners are people, rather than gods or superheroes, it makes sense that we put something in place to manage them as well.

more on performance management: accountability is for everyone | succession plan requirements | base retirement on today’s operations | how involved should retired owners be? | firms say what would change retirement pay | 4 ways to create more capacity | 7 succession questions to ignore for now | how partner ratings factor into equity | hazards of not reallocating equity | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? |  job 1 for the practice owner: client management

with this general background in mind, let’s dive a little deeper into how a managing partner goal-setting process might work.
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how to decide who decides pay

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woman on building roof spraying out dollars with a garden hosewhere to draw the line between managing partner and compensation committee.

by bill reeb and dominic cingoranelli

everyone likes the idea that “i” will hold “me” accountable. but few like the idea of “anyone else” holding “them” accountable.

more on performance management: accountability requires clear expectations | base retirement on today’s operations | who decides what? | how retired partners are robbing their own firms | best practices for mandatory retirement | how retirement issues affect succession planning | succession: the questions to care about | 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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so, once the decision has been made to implement systemic changes to hold partners accountable to specific performance expectations rather than just relying on everyone to put in a self-proclaimed “good day’s work,” the next battleground is determining who will be holding whom accountable. the discussion always shifts to “let’s have a group of people, like a compensation committee, hold us accountable.”
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why this help wanted ad is all wrong

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ed mendlowitz cpa the practice doctor q and aconsider why the person is leaving.

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

question: please explain why you told me this ad was off base.classified ad for an accountant

more practice doctor q&a: everyone needs strategic planning | help clients, increase revenue: make sure everyone on staff knows your firm’s full menu of services | i made partner, now what? | 19 ways to stop wasting reviewer time | how to sell your practice | why gross is the method for pricing a practice | no go on pro bono | how to advise an executor | 14 ways to use timesheet data

answer: the ad was placed in a local newspaper by a small cpa firm looking to hire someone with two years of experience. this firm obviously does quality work since they do audits.

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make accountability a process

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man and woman reviewing a documenteveryone performs better when someone else has oversight.

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

setting up an “accountability and goal process” always sounds much easier than it actually is to implement. so for those who already think this process would be painful, just know that you still are probably underestimating the amount of agony in store.

more on performance management: accountability requires clear expectations | accountability is for everyone | succession plan requirements | base retirement on today’s operations | who decides what? | how retired partners are robbing their own firms | how involved should retired owners be? | firms say what would change retirement pay | 4 ways to create more capacity | how to find a partner’s replacement | action plans for transitioning partners | partner retirement and the war for clients | best practices for mandatory retirement | how retirement issues affect succession planning | succession: the questions to care about 

this leads us to the standard question, “if this is so awful, why would anyone do it?” the answer is both simple and abstract.
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pay varies when performance varies

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closeup shot of a caliper measuring the word "goals"plus ways to measure both objective and subjective performance criteria (yes, it can be done).

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

an important point to keep in mind is that we, as human beings, have good months and bad ones, good years and bad ones.

more on performance management: accountability requires clear expectations | accountability is for everyone | succession plan requirements | base retirement on today’s operations | who decides what? | how retired partners are robbing their own firms | how involved should retired owners be? | firms say what would change retirement pay

what is going on in our personal lives has a lot to do with how we perform in our professional ones. therefore, if someone is going through a difficult time, such as a divorce, death in the family, major conflicts with extended family, etc., we can expect those events to spill over into our work life.
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