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why deadlines get missed

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blindfolded at computeryou might have to rethink how they’re established.

by steven e. sacks
the new fundamentals

distractions, distractions and more distractions, coupled with deadlines. ah, deadlines! those are the bête noire of executives, journalists, record producers, book authors and anyone else in the workforce whose deliverables are expected by a certain date.

more: too busy? you may need to reprioritize | is it time to outsource? | five reasons you’re not swot-ready | who needs another meeting? | 4 questions for cpa firm boards | are you productive or just busy? | the five big rules for powerpoint presentations | how aging boomers impact the accounting profession | accounting is a profession, not an industry
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and what about those dates? are they arbitrary or do they have the real urgency of, say, a court order?
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beyond quickbooks: wowing your clients

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six real solutions and money-making strategies.

by sandi leyva
the accountant’s accelerator

many accountants are quickbooks proadvisors who offer quickbooks consulting to their clients; you may be one of them.

more: five ways to get better clients | 11 kinds of wealth | 11 ways to boost billings and impress clients | how clients get underserved and accountants get underpaid
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here are the opportunities i see to expand your client services in the area of quickbooks consulting, or for that matter, any accounting software consulting.
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how to reinvent the firm for the covid age

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look for clients who are open to new relationships.

by art kuesel
for the rosenberg map survey

the pandemic has been a time for all of us to re-think why and how we do what we do.

more: why it’s time for an acquisition | three ways the accounting profession has changed | ramping up for the year ahead
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it’s time to start fresh. i’d start with a handful of clients who would be open to what a new relationship could look like and start the conversation with different questions, which will allow us to find different answers and ultimately reposition our role as an advisor for success. read more →

five reasons not to make someone a partner

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businessman with hand extended in "no" gesturedon’t ignore the red flags.

by marc rosenberg
the rosenberg practice management library

mostly, you’d have to be a fool not to want to be a partner. but being a partner isn’t for everybody.

more: yes, you need another partner | six big mistakes in succession planning | what new partners should know about buyouts | making partner: do the math | a crash course in the business of public accounting | making partner: what managers need to know | the 17 rules for making partner at a cpa firm
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the reasons listed below exclude issues not germane to this discussion, such as a desire to change careers, opportunities to join one’s family business or boredom with accounting. read more →