Marc Rosenberg is a nationally known consultant, author and speaker on CPA firm management, strategy and partner issues. He is President of his own consulting firm, The Rosenberg Associates, Ltd.
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Category Archives: Partner Issues
A reader queries: We are trying to restructure our compensation plan. I was wondering if you have any insight on “compensation theory” that might help us?
Rosenberg replies… Continue reading
One of the biggest problems in CPA firms isn’t talked aboutmuch. but partners know it well. They see it every day.
The problem is partner conflict. Unfortunately the way partners typically deal with conflict is by…not dealing with it. What kind of conflicts are we talking about? Here are some examples. Continue reading
In a CPA firm, the equity partners are the “drivers.” They bring in business, keep clients because of great service, lead others and develop staff into leaders. They “drive” the firm’s revenues and profits.
But to be successful firms need a second type of partner – those who have the skill and personality to play a leadership role in servicing and retaining clients, but haven’t yet attained the “driver” level. Many firms call these important players non-equity partners.
I’ve seen the following scenario unfold countless times: On the retreat agenda is a two hour block of time devoted to the creation of a paper entitled “What is a Partner?” Serving a dual purpose, the document will be used as a tool to evaluate the existing partners and circulated as part of its leadership development and mentoring efforts among the staff.
We ask people to volunteer what they think should be on the list… Continue reading
A controversial issue at many accounting firms revolves around the question: What is a partner?
I probably address this question, either directly or indirectly, at least a dozen times a year in my consulting with firms.
Invariably, when partner groups address this question at retreats, attributes suggested include the following:
Read more… Continue reading
It’s often been said that it’s more important what a partner does with his/her non-billable time than billable time. Since a large portion of billable work performed by partners can be done by a staff person, firms need their partners … Continue reading