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the hazards of not reallocating partner equity

november 10, 2015

“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:

when two partners isn’t enough and three is too many

october 27, 2015

by succession institute

the pitfalls of equity allocation and reallocation.

by bill reeb and dominic cingoranelli

i want to address the issue of equity – how it is commonly allocated to begin with, and then making adjustments to it over time.

for many firms, the idea in the beginning is that “all the partners are the same, so their ownership should be the same.” when the firm starts out with only a shingle, this is a very fair premise. so, for the sake of this column, let’s start out with a two-partner firm and build from there, talking through the common issues that arise in the area of distributing equity ownership.

more on performance management: develop your employees or suffer the consequences | cpa firm performance assessments: 15 core competencies, 21 questions | 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

start with two

the most common approach would be for the two partners to split the ownership 50/50. the reason why this often works so well is because the two people who join together often are brought together because of their complementary skills. for example one might be very technically competent and the other more marketing savvy. together they make a great team – one, without the other, is less effective.

develop your employees or suffer the consequences

october 21, 2015

by succession institute

every employee, for developmental purposes, needs to directly report to somebody.

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

you may have established a competency model for your firm, but how do you use it to develop your people? let’s walk through what an action plan might look like to drive that development.

it is common for firms to have talented partners and principals. depending on the firm’s size and organization structure, things start getting fuzzier from a competence perspective from there on down the organizational chart.

more on performance management: cpa firm performance assessments: 15 core competencies, 21 questions | 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

for example, some firms have a strong management group with a gap in talent starting at the senior or supervisor level. others might experience their talent gap at the manager level because everyone who shows any self-starting initiative or promise is moved to a principal position early on. it doesn’t matter the size of your firm, you will likely be feeling a big gap or drop in talent somewhere in your organizational chart.

tax & accounting firms lead u.s. economy in growth rates

october 17, 2015

by 卡塔尔世界杯常规比赛时间 research

employment and hours trending up.

by 卡塔尔世界杯常规比赛时间

professional and business services such as accounting are emerging as a bright spot in our economy, according to 卡塔尔世界杯常规比赛时间 sources.

the national unemployment rate remains at 5.1 percent. total nonfarm payroll employment increased by 142,000 in september, with 31,000 of those jobs coming in professional and business services. overall job growth has averaged 198,000 per month, compared to an average monthly gain of 260,000 in 2014. in professional and business services, monthly job growth has averaged 45,000 in 2015, compared to an average 59,000 in 2014.

: accounting and bookkeeping employment hit the 1 million mark this year and keeps climbing.

in accounting and bookkeeping services overall, the industry continued its upward climb, reaching 1,014,600 employees. the peak reflects a gain of 5,400 or 0.5 percent in the past month, and 47,000 or 4.9 percent in the past year.

cpa firm performance assessments: 15 core competencies, 21 questions

september 29, 2015

by succession institute

checklist: how to fine-tune your own firm’s performance management systems.

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

when evaluating people within a firm, “relative importance” is a way to differentiate expectations regarding the same competency for various levels within your firm. we decided the best way to drill down even further into a competency model was to share some of the details of our competency model with you.

more on performance management: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

it considers the following six levels within a cpa firm (each firm needs to choose whatever breakdown works best for them):