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audit & assurance

kelly mann: be the bull in the china shop | the disruptors

stop following saly. think about what you are trying to accomplish. plus 17 key takeaways.

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the disruptors
with liz farr

kelly mann wants firms to stop relying on saly – same as last year – for everything: “everything is same as last year, the way we give bonuses to people, the way we split partner compensation, the way we monitor hours, the way we prepare a work paper, the way we plan an audit,” she says.

more podcasts and videos: alicia katz pollock: create a human-centric business |  nancy mcclelland: be the one your clients ask first |alan whitman: stop accepting the status quo | sean duncan: discover your own genius | ingrid edstrom: true wealth is not financial | caleb jenkins: firm growth requires owners to shift roles | chris hervochon: be the leader you want to work for | ira rosenbloom: don’t merge for the money | adam lean: get out of the accountant’s trap

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when she started in audit, mann was told to “try not to be such a bull in a china shop.”  she saw many opportunities for improvement by departing from saly, but leadership told her, “don’t have crazy ideas, don’t mix everything up, because change is hard and change disrupts.”

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audit & assurance

give advice while remaining independent

find the magic 20 percent that could create clients for life.

by alan anderson, cpa
transforming audit for the future

the pillars of our ethics are objectivity and integrity, and our profession has chosen independence to measure our objectivity as cpas. we can still offer advice and insight to our clients and remain objective. we cannot, however, act in the capacity of management. our clients must decide which ideas to use and implement them.

more: stop mixing up your v’s and losing your best people | empower your team by dumping c and d clients | eleven types of audit clients and which to fire | don’t take on audits in an industry you don’t understand | how ‘business expert cpas’ get their own business wrong | exceptional audit client service demands effective communication | five ways to prevent audit bottlenecks | how do we drive relevance in audit? | lack of relevance drives audit commoditization | four basic understandings every auditor must master
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the tricky part comes when something we recommend fails. for example, let’s say a client asks for software advice, and they choose one of the three options we suggest. but that package isn’t working. now, can we be objective enough to admit that the advice we gave them and they paid for was wrong? do we have the integrity to tell the client they must write off the cost of that capitalized software? can we be objective enough to face the possible negative consequences and not just protect ourselves?

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management

don’t blame the client for your location

vehicles on both sides of a divided highway

charge for travel time and expenses at the risk of alienating clients.

by ed mendlowitz
202 questions and answers: managing an accounting practice

question: my practice is in central new jersey and i have a client about 2-1/2 hours away in pennsylvania. the mileage and tolls cost us $200 each month. can i bill for this?

more: realign partners with monthly meetings | i’m 76. should i slow down? how? | ask for what you’re worth | two options for collecting past due fees | when board service gets tricky | eleven ways new staffers can help bring in business | busy season is over, so it’s time for some resolutions | want to merge? six steps to take | how to start providing family office services | every accounting firm needs quality control | no one listens to you? change how you talk | 47 types of business valuation to provide
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answer: are you crazy? you will lose the client. you would be “penalizing” the client for you not being local to their business.

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featured video

korby boswell: what managing partners need to hear | capstone conversations

capstone conversations
informal and informative discussions with leading growth strategists from the nation’s most dynamic cpa firms.

[preview] the complete video episode, including commentary, analysis, notes, takeaways, additional background information, and transcript, is available first to 卡塔尔世界杯常规比赛时间 research pro members. | go pro here.

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with jean caragher
for 卡塔尔世界杯常规比赛时间

more capstone conversations here

the essence of successful accounting firm marketing lies in effective project management, smart content marketing, and, above all, producing solid sales leads, according to korby boswell, adams brown senior marketing and growth manager.

more capstone conversations here | follow jean caragher on 卡塔尔世界杯常规比赛时间 here. | get her best-selling handbook, the 90-day marketing plan for cpa firms, here | catch jean caragher every friday with gear up for growth here |

in this episode of capstone conversations with jean caragher, boswell delivers three pieces of advice for cpa firm managing partners.

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pay & compensation

partner comp earnings gap: what’s the right spread?

people standing on stacks of coins, representing income gaps

how do you get it right at your firm?

by kristen rampe
partner comp: art & science

there are many reasons for a sizeable spread in partner income at a cpa firm. for example, at a firm with both a founder nearing retirement and a first-year partner, the spread would be wide. some firms are the opposite, with two to four founding partners agreeing to share all profits equally. there is no spread there.

more on partners: thirteen traits of partners you’ll want to keep | six rules for keeping partners happy and productive | five keys in compensating new managing partners | top 20 tough choices for the partner comp committee | voting on ownership basis? three better methods | what partners do and don’t deserve | tell potentials what partnership takes | five steps to transition to partnership
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for most multipartner and multigeneration accounting firms, the situation gets more complicated. you’ll have some high performers and some who are on cruise control. you’ll have ones contributing notably more dollars to the bottom line and more to future leaders’ development.

but what about two partners who contribute relatively the same? should their income allocation be similar? how similar?
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