leadership

how to get partners all on the same page

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monthly meetings may be the solution.

by ed mendlowitzed mendlowitz cpa the practice doctor q and a
“tax season opportunity guide“

question: there seems to be disagreement among our partners on important issues in running our practice and we never seem to have time to discuss it or work things out. we are a three-partner firm with 15 employees and no one is designated as managing partner.

answer: a suggestion is to have monthly partner meetings out of the office and an annual retreat. both of these have been covered previously but i will add some new ideas here. read more →

what makes a top 100 firm?

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six guesses. only one right answer.

by marc rosenberg
the rosenberg survey

of the 45,000 cpa firms in the u.s., an elite group of these firms, referred to as the top 100 (in terms of annual revenues), is publicized by several media groups. what do they have in common? what are they doing right? read more →

good ideas can come from anywhere

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ed mendlowitz cpa the practice doctor q and areading a lot of magazines keeps thinking fresh.

by ed mendlowitz
“tax season opportunity guide“

question: why do you read so many magazines that have nothing to do with accounting? i noticed this from your blogs and references you make in your speeches.

answer: i read a lot because i like to, and because i view it as part of my job of bringing ideas to clients to help them in their businesses and because i am always looking for ideas to help my business grow. ideas are not specific to an industry. read more →

tying performance systems to strategic initiatives

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by robert j. lees
and august j. aquila
creating the effective partnership

as much as a firm’s performance is driven by partner engagement, partner engagement is driven by performance goals.  our research shows that when partners’ performance goals – individually, as a team or department – are misaligned with the firm’s strategic initiatives, the firm will suffer.

we see this too often in multilocation, multinational firms where what’s important in one location isn’t in another and, as a result, it’s downplayed in favor of local priorities. unfortunately, though, it’s the whole firm that suffers, not just the initial location. read more →

focus on a few goals – and don’t assume everybody can do everything

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define measures of success and timesheets.

by robert j. lees
and august j. aquila
creating the effective partnership

current thinking suggests that people who focus on a few key goals have a greater chance of achieving or surpassing their goals and all of our work confirms this is true.

in our research into what truly successful managing partners do, one of the things the successful managing partners do that differentiates them from their peers is to focus their partners’ efforts on the firm’s key deliverables as a way of avoiding dissipation of energy and a loss of momentum. read more →