leadership

make accountability a process

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man and woman reviewing a documenteveryone performs better when someone else has oversight.

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

setting up an “accountability and goal process” always sounds much easier than it actually is to implement. so for those who already think this process would be painful, just know that you still are probably underestimating the amount of agony in store.

more on performance management: accountability requires clear expectations | accountability is for everyone | succession plan requirements | base retirement on today’s operations | who decides what? | how retired partners are robbing their own firms | how involved should retired owners be? | firms say what would change retirement pay | 4 ways to create more capacity | how to find a partner’s replacement | action plans for transitioning partners | partner retirement and the war for clients | best practices for mandatory retirement | how retirement issues affect succession planning | succession: the questions to care about 

this leads us to the standard question, “if this is so awful, why would anyone do it?” the answer is both simple and abstract.
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pay varies when performance varies

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closeup shot of a caliper measuring the word "goals"plus ways to measure both objective and subjective performance criteria (yes, it can be done).

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

an important point to keep in mind is that we, as human beings, have good months and bad ones, good years and bad ones.

more on performance management: accountability requires clear expectations | accountability is for everyone | succession plan requirements | base retirement on today’s operations | who decides what? | how retired partners are robbing their own firms | how involved should retired owners be? | firms say what would change retirement pay

what is going on in our personal lives has a lot to do with how we perform in our professional ones. therefore, if someone is going through a difficult time, such as a divorce, death in the family, major conflicts with extended family, etc., we can expect those events to spill over into our work life.
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the coming battle below the big four

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pawn takes king checkmatewhy ‘the next six’ are vulnerable to a new competitor.

by domenick j. esposito
8 steps to great

in the u.s. public accounting profession, there are three tiers of cpa firms. the top ten cpa firms are the sustainable brands.  they are principally serving two different markets.  therefore, i refer to them as tier one and tier two sustainable brands.

more from domenick j. esposito:  seizing the $10 trillion opportunity | learning to ‘run with the big dogs’ | the cpa success formula: ties that bind  |  8 steps to great: the vast new opportunities for smart, aggressive firms | and more…

in tier one, we have the giant four (deloitte, pwc, ey and kpmg), with a principal focus on serving the fortune 500, which have institutional, more sterile relationships with their cpa firms (as opposed to personal relationships with the partners; services provided are generally either compliance or consulting).

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accountability includes partners

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manager dangling carrots in front of staffdeliver not only rewards but sanctions.

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

let’s take a close look at what accountability might look like.

more on performance management for pro members: accountability requires clear expectations | accountability is for everyone | who decides what? | firms say what would change retirement pay | action plans for transitioning partners | how retirement issues affect succession planning | how partner ratings factor into equity | cpa firm performance assessments: 15 core competencies, 21 questions

for partners, accountability is best described as having a system in place that rewards partners for
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problems you didn’t know you had

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man's hand writing why?solve them by drilling down.

by rick telberg
卡塔尔世界杯常规比赛时间

since the days of aesop, people have been letting sleeping dogs lie. and let’s face it, nobody ever got bit that way. but if the dog’s the problem, there’s only one way to deal with it.

every firm (and every organization, person and machine) works at less than 100 percent efficiency. that’s why people can’t leap tall buildings in a single bound, rockets need more than a gallon of gas to get to the moon and your firm doesn’t have a dominant presence in all the capitals of the world.

so what’s preventing your firm from running at 100 percent efficiency and achieving exponentially astronomical growth? the answer isn’t simple. the answer is not, for example, “we don’t have enough clients.” but that’s a good place to start. start with that and ask “why don’t we have enough clients?”
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