base retirement on today’s operations
5 critical issues and 4 behaviors of healthy organizations.
by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute
strategy
who decides what?
you need to ponder some questions before you answer.
by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute
everywhere you turn, you overhear someone talking about, being asked about the status of, or referring to their need to develop, a succession plan.
more on performance management: how retired partners are robbing their own firms | how involved should retired owners be? | how to find a partner’s replacement | action plans for transitioning partners | how retirement issues affect succession planning | succession: the questions to care about | 7 succession questions to ignore for now | cpa firm performance assessments: 15 core competencies, 21 questions
as a matter of fact, for the past 12 years through surveys with the aicpa, we have been asking firms to share with us whether or not they have a succession plan in place.
when you consider the responses to this question from the pcps succession institute succession management surveys conducted in 2008 and 2012, clearly more and more firms are:
- getting their act together,
- documenting their succession management strategy and
- thinking through the ramifications of retiring one or more senior owners.
here is the question we asked along with summary data from both surveys: read more →
how retired partners are robbing their own firms
if you don’t set policies and enforce retirement deals, your firm could become a financial hostage.
by bill reeb and dominic cingoranelli
as many as 30 percent of firms pay more to retiring partners than they initially agreed, according to our succession survey.
more on performance management for pro members: how involved should retired owners be? | firms say what would change retirement pay | action plans for transitioning partners | how retirement issues affect succession planning | how partner ratings factor into equity | develop your employees or suffer the consequences | what having your employees’ backs means | do cpa firms need management or leadership? | job 1 for the practice owner: client management
here’s why.
who’s your competition? everyone
time to get on the radical bus.
i’ve been in the cloud for nine years so it’s old news to me.
more on radicalism for pro members: how the ‘new firm’ was born | radical firms embrace 4 values | radical or complacent? you choose | 3 questions to ask if you dare | how spiritual value affects pricing | keep scope creep and seep from hurting bottom line
the biggest thing to do is to look around and look at the competition. you can probably leave your firm and start your own firm with less than $400 a month in software and with no or very limited overhead. isn’t that terrifying for you old-timers!
read more →
how involved should retired owners be?
those still doing work should be under contract.
by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute
should retired partners take staffers with them?
is your plan upside down?
by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute
4 ways to create more capacity
consider creating two classes of partners.
by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute
when partners plan to retire, how do we go about creating additional capacity or freeing up the necessary capacity to handle the client transitions that need to occur?
more on performance management: partner retirement and the war for clients | succession: the questions to care about | 7 succession questions to ignore for now | develop your employees or suffer the consequences | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | job 1 for the practice owner: client management
first, all of the “c” clients, which is our shorthand way of describing the smallest clients the firm serves – who while profitable, don’t have much opportunity to hire us for additional services – should not be transitioned to partners, but rather to managers.
read more →
how to find a partner’s replacement
should you add a partner … or capacity? they’re not the same thing.
by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute
let’s assume you have a retiring partner. you have decided how to pay the partner for his/her value in the firm, you have pinned down the mandatory sale of ownership date (mso) so you can phase that partner out of his or her leadership role in the firm, and you have covered the single most abused part of the succession process, which is client transition. it is now time to discuss how to find replacements for the retiring senior partners.
more on performance management: action plans for transitioning partners | partner retirement and the war for clients | succession: the questions to care about | the pitfalls of equity allocation and reallocation | cpa firm performance assessments: 15 core competencies, 21 questions | how to target what skills to develop now
exclusively for pro members. log in here or 2022世界杯足球排名 today.
the most commonly asked question on this topic is “how can we find people with the same technical skills, management ability, client service capacity and vision for the firm’s future as those who are leaving?” the simple answer is “you won’t, so stop looking for that exact combination.”
read more →
action plans for transitioning partners
the transition process is about making the retiring partner less attractive as the client’s first point of contact.
by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute
the key to the client transition process is the action plan that the transitioning partner needs to follow for each client.
more on performance management: partner retirement and the war for clients | how retirement issues affect succession planning | 7 succession questions to ignore for now | the pitfalls of equity allocation and reallocation | how to target what skills to develop now | job 1 for the practice owner: client management
for a small tax client, the directive could be as simple as a one-year transition and turning it over to whoever has been assigned to take over that account. for example, the action plan might be something like:
partner accountability: how and for what?
13 things to hold partners accountable for, 10 ways to do it and 12 questions to ask. bonus: example of a personal accountability plan.
by marc rosenberg
cpa firm retreats
partner accountability means different things to different people. some quotations:
“if there are no consequences to failing to achieve a goal, then it is less likely that the goal will be accomplished.” – marc rosenberg
“if people are not prepared to be held accountable for what they do, it is unlikely they will achieve much.” – david maister
more on retreats: 30 marketing and growth questions to cover at a retreat | how marketing for cpa firms is different | why create a marketing plan? | thinking of merging? discuss it at a retreat | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?
“i’m a partner in this firm. that gives me the right to do whatever i darn well please, whenever i want to do it.” – firm partner to whom “accountability” is a dirty word
read more →
best practices for client transition
improper transitions can lead to reduced retirement benefits.
by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute
when a partner is retiring, there is a transition process that we recommend. let’s break it down into a few simple steps:
more on performance management: how client transition is abused | best practices for mandatory retirement | how retirement issues affect succession planning | succession: the questions to care about | 7 succession questions to ignore for now | how partner ratings factor into equity | hazards of not reallocating equity | the pitfalls of equity allocation and reallocation | develop your employees or suffer the consequences | cpa firm performance assessments: 15 core competencies, 21 questions | how to target what skills to develop now | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management
18 essential management questions to cover at a retreat
responsibilities of the mp and other positions.
by marc rosenberg
cpa firm retreats
before formally beginning the discussion part of a retreat session, it’s always a good idea to begin by asking the participants what they want to be sure to cover.
more on retreats: 30 marketing and growth questions to cover at a retreat | how marketing for cpa firms is different | why create a marketing plan? | thinking of merging? discuss it at a retreat | how to take action after a retreat | 12 simple rules for a retreat | leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?
as issues are suggested, the facilitator should write them down on a flipchart, starting with: read more →
2016 roundtable outlook: only change remains the same
a roundup of all our experts’ commentary.
by 卡塔尔世界杯常规比赛时间
the rosenberg map survey