leadership

the seven leadership essentials for accounting firms

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businesswoman sitting on table while talking with four coworkersmanaging partners must learn when to say when.

by august j. aquila

while everyone learns by doing, we can certainly learn from others, especially those who have faced the same problem we are now facing.

more: gross profit in a professional services firm: opening a dialogue | client centricity leads to profitability | 6 steps to making your new pricing happen | preparing to change pricing philosophy
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do it sooner than later. this is perhaps the most often heard bit of advice that i hear from firm partners. too often we wait too long to address an issue. we know what the solution needs to be, but we are either afraid to decide or are hopeful that the problem will resolve itself. read more →

2019: nextgen realities

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flex work, project-based learning, and app-connected clients.

by tamera loerzel
the rosenberg map survey

this next generation of leaders is eager to embrace changes in technology, pricing, and service — all to add new value to clients and the market.

more from the map survey: 2019: when cpas go extinct | 2019: appetite for growth unabated | why you need a tech strategy consultant | 2019: why small firms shun mergers | 2019: expect more alliances | 2019: firms grapple with change
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but even some the most successful firms are struggling with the challenge, hindered by retiring partners who struggle to let go and turn over the reins to future leaders.
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2019: how partner greed kills firms

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partners must take a hit to personal incomes to re-invest in their firms. or face obsolescence and slow death.

by rick telberg
the rosenberg national map study 

so far, profitability is way up. at the large firms (those with at least $20-million in annual billings), income per partner averages $635,000. the highest earners are pocketing about $1.2 million. even the lowest-paid partners average of $282,000. but how long can that go on?

more from the map survey: 2019: more focused training | 2019: expect more alliances | 2019 trends: client service changes | 2019: shifts in hiring & office space | 2019: firms grapple with change | staff policies improve, but not mentoring
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the always insightful and provocative allan koltin, of koltin consulting, warns: partners must invest in something besides themselves – if they want their firms to survive.
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beware the leeches and consultants

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kool-aid for tax and accounting firms.

by frank stitely
the relentless cpa

a group has been abusing my facebook timeline with ads touting a system promising to transform our clients into $10,000 annual billing clients.

more stitely: 2 lessons clients taught me | cpas can’t help you | the cure for commoditization | four amusing millennial myths

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i did a little sleuthing – for free of course. if i were billing someone for this, i would call it forensics.

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working for a jerk

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invisible businessman saying "blah blah blah blah blah"what is more important to you, how you look or how good the work is?

by ed mendlowitz
call me before you do anything: the art of accounting

early on in my career, i was assigned to work with a manager on a half-dozen monthly clients.

more: staffers need to speak up with clients | when writeups went extinct | kennedy’s acceptance speech
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he went with me and worked on the main company while i worked alongside him on the baby company. the baby company was much smaller and usually was for a second line the client had. i did the writeup and prepared the financial and other statements for the current month and year to date.
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