talent & career development

the two most common management styles

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senior businessman with his team at officedo cpa firms need management or leadership?

by bill reeb and dominic cingoranelli

let’s start out with a straightforward question. what is the difference between management and leadership?

more on performance management: 8 ways to manage clients | the limitations of rainmakers | firms only grow when partners play their roles | the four basic parts of cpa firm partner agreements | younger partners see succession differently | how to compensate your managing partner | the job of managing partner: empowered or emasculated? | how the best managing partners turn ideas into reality
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

from one point of view, leadership is far different than management.
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survey: work-life balance: according to whom?

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young father sitting on the grass holding a baby on his lap and texting on his mobile phonewhat firms offer may not be what staffers want.

how some firms are beating the staffing crisis:
join the survey. get the results.

by kristen rampe
talent retention & development

how is your firm doing in the work-life-balance arena? if you’re like half of our cpa firm partner respondents, you are a strong, frequent supporter of these initiatives.

more from the survey: new survey results: two ways your strategic plan can reduce turnover
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

but do your staff see it differently? preliminary data from our recent talent survey shows that only 28 percent of non-partner respondents shared the same sentiment of “mostly or always” when asked if “management supports a healthy work-life balance.”
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8 ways to manage clients

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two men shaking hands across a tablethis is job 1 for the practice owner.

by bill reeb and dominic cingoranelli

whether you simply desire to improve your firm’s operations or identify and implement a new long-term strategy, you need to be clear about the role that the owners, partners or shareholders should be playing in your firm.

more on performance management: the limitations of rainmakers | different roles for different partners | how big ‘books’ hurt firms | developing a three-year vision [video] | more merger questions than you imagined | mps: how to elect them … and fire them | partners as role models: the good, bad & ugly | managing the managing partner
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

to be sure, the roles and responsibilities of a cpa firm owner or owners will vary from firm to firm, based on that firm’s needs and circumstances, and you need to adapt any recommendations to fit your firm’s situation.
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the limitations of rainmakers

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young man under rain-covered umbrellawhy marketing has to permeate the firm and the process.

by bill reeb and dominic cingoranelli

for most firms, new business comes in through referral. therefore, the bigger a partner’s client base, the more likely that partner will bring in new business – which simply means that the more clients a partner knows, the more referrals that partner is likely to receive (not in percentage, but in raw numbers).

more on performance management: different roles for different partners | dealing with a-d clients (you know who we mean) | how small ‘books’ hurt firms | why the partner agreement matters | merging for the wrong reasons | how to implement strategy, step by step | accountability requires clear expectations | how retirement issues affect succession planning | how partner ratings factor into equity
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

other drivers of referral success are long-standing service (seniority) and position in the firm (such being one of the named or senior partners). in these cases, there is an extended opportunity for referral simply because:
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new report: the cpa shortage approaches a tipping point

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shapiro
shapiro

how savvy cpa firms are fighting back.

by 卡塔尔世界杯常规比赛时间 research

a new state cpa society report on the dwindling number of college graduates who are pursuing cpa credentials underscores an issue that’s already being confronted by some forward-thinking accounting firms.

the statistics are daunting:

  • nearly half of college accounting majors never sit for the cpa exam.
  • a third of those who take the cpa exam never complete it.
  • on average, it takes 6.5 attempts for candidates to pass all four parts.
  • only 27 percent of test-takers finish all four parts on the first try.
  • 75 percent of current cpas are projected to retire within the next 15 years.

todd shapiro, the illinois cpa society president and chief executive, calls the stagnating cpa pipeline “a threat that will only get worse and grow more troubling without action because there’s no slowdown in sight for accounting talent demand.”

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