succession & retirement archives - page 10 of 17 - 卡塔尔世界杯常规比赛时间

the 4 best ways to use your senior partners

november 2, 2015

and 6 reasons you need them around.

by august j. aquila
creating the effective partnership

there may be some senior partners who want to spend their remaining years basking in the sun or playing golf.

more on leadership: how to tell a culture change is due | today’s top six partner compensation trends | 11 steps to building a better partnership team | why your firm should be a republic | 8 financial ducks to line up now | partnership is about persuasion | 6 things leaders must do | it’s not always about money: 16 tweaks for your comp system | how to build a growth-centric pricing strategy | how to combine two firms after merger: carefully

but given the negative and low returns of the stock market the last few years, more senior partners will be concerned about their economic future and will want to stay involved in the profession. this can be a win-win situation for both parties or it can be a lose-lose. read more →

when two partners isn’t enough and three is too many

october 27, 2015

by succession institute

the pitfalls of equity allocation and reallocation.

by bill reeb and dominic cingoranelli

i want to address the issue of equity – how it is commonly allocated to begin with, and then making adjustments to it over time.

for many firms, the idea in the beginning is that “all the partners are the same, so their ownership should be the same.” when the firm starts out with only a shingle, this is a very fair premise. so, for the sake of this column, let’s start out with a two-partner firm and build from there, talking through the common issues that arise in the area of distributing equity ownership.

more on performance management: 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

start with two

the most common approach would be for the two partners to split the ownership 50/50. the reason why this often works so well is because the two people who join together often are brought together because of their complementary skills. for example one might be very technically competent and the other more marketing savvy. together they make a great team – one, without the other, is less effective.

develop your employees or suffer the consequences

october 21, 2015

by succession institute

every employee, for developmental purposes, needs to directly report to somebody.

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

you may have established a competency model for your firm, but how do you use it to develop your people? let’s walk through what an action plan might look like to drive that development.

it is common for firms to have talented partners and principals. depending on the firm’s size and organization structure, things start getting fuzzier from a competence perspective from there on down the organizational chart.

more on performance management: 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

for example, some firms have a strong management group with a gap in talent starting at the senior or supervisor level. others might experience their talent gap at the manager level because everyone who shows any self-starting initiative or promise is moved to a principal position early on. it doesn’t matter the size of your firm, you will likely be feeling a big gap or drop in talent somewhere in your organizational chart.

cpa firm performance assessments: 15 core competencies, 21 questions

september 29, 2015

by succession institute

checklist: how to fine-tune your own firm’s performance management systems.

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

when evaluating people within a firm, “relative importance” is a way to differentiate expectations regarding the same competency for various levels within your firm. we decided the best way to drill down even further into a competency model was to share some of the details of our competency model with you.

more on performance management: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

it considers the following six levels within a cpa firm (each firm needs to choose whatever breakdown works best for them):

how to target what skills to develop now

september 22, 2015

by succession institute

bonus checklist: 12 competencies everyone in the firm needs.

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

in discussing how to become a more effective people manager and developer, the first question we ask is, “what skills and aptitudes are you trying to develop?”

more on performance management: 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

in other words, just saying to someone, “you need to improve” is weak advice.

what having your employees’ backs means

september 8, 2015

by succession institute

why failure is a value proposition.

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

i want to start by talking about the phrase “having your employees’ backs.” so what does this mean? simply that, as the boss, you will take the bullets publicly for your people’s mistakes. this is such a rare phenomenon that many of you have never experienced what i am referring to – a boss taking the heat for his or her people.

more growth & succesion: 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

most of the time, when problems are uncovered, company cultures are “at the ready” to quickly identify someone to blame regardless of the situation. in these organizations, those with exceptional cya skills are the most highly valued. no, i did not misspell this acronym as it was not meant to be cia (as in the government intelligence agency or certified internal auditors), but rather those good at covering their butts (i guess i should have referred to it as cyb).

5 harmful management attitudes (and how to fix them)

september 1, 2015

by succession institute

how common management pitfalls hurt firms and employees.

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

how do attitudes, misconceptions and bad habits get in the way of our learning to be better managers?

related: do cpa firms need management or leadership? | job 1 for the practice owner: client management

here are five common attitudes, practices and perceptions we find:

do cpa firms need management or leadership?

august 25, 2015

by succession institute

differentiating between the two, and the two most common styles of management.

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

let’s start out with a straightforward question. what is the difference between management and leadership?

from one point of view, leadership is far different than management. for example, leadership might be all about developing a vision for the organization, being innovative, motivating others, empowering those around you, focusing on developing the people around you instead of just developing yourself, looking for positive ways to change, doing the right thing, and keeping the forest in view and not just see the trees.

15 can’t-skip merger terms to decide

august 19, 2015

by marc rosenberg

got that malpractice tail coverage handled yet? what about wip collections?

by marc rosenberg
cpa firm mergers: your complete guide

think your firm is ready to merge? not so fast.

more on mergers: 14 keys to a successful merger | 13 reasons accounting firms merge | mergers 101: when negotiations aren’t really negotiations | 5 steps to take before merging

all of the following are common terms that must be agreed upon by both merger partners.

what culture really means for partners

august 13, 2015

by martin bissett

bonus: three outlooks from our exclusive expert council: grundy, pipe, dunn. by martin bissett passport to partnership the passport to partnership study collated a number of responses from existing partners of accounting practices in a conversational style. examples that really stood out … continued

12 ways to determine your competence

july 24, 2015

by martin bissett

bonus: case study and worksheets: 3 questions to gauge your own competence, 4 questions about your personal brand and a 5-point checklist. by martin bissett passport to partnership the passport to partnership study collated a number of responses in a … continued

new 卡塔尔世界杯常规比赛时间 alliance delivers growth and succession tools for cpa firms

july 20, 2015

by 卡塔尔世界杯常规比赛时间 research

卡塔尔世界杯常规比赛时间 joins with the succession insititute to launch new practice management resource center for firms of all sizes. 卡塔尔世界杯常规比赛时间 is pleased to offer growth-minded firms a vast new set of resources through a special alliance with the succession … continued