The days of listening to stodgy diatribes about technical accounting standards are over, or at least they should be, according to Tom Hood, executive director and CEO of the Maryland Association of CPAs and the Business Learning Institute.
Most accountants possess a similar level of technical training as their peers, but the most successful firms are those creating a true learning culture in which business processes, soft skills, and the art of running a company are all taught and viewed as crucially important.
During a recent webinar presentation – "The Twelve Questions Rising Stars Ask about the Path to Partner" – Tamera Loerzel, a partner with ConvergenceCoaching LLC, offered advice regarding the role managers and partners need to take in helping young CPAs rise to partner.
Does your firm's partner agreement contain the necessary elements to buy out retiring partners in the near future? Perhaps you haven't looked at the agreement in several years, or maybe your firm doesn't even have one. Here are tips on what it takes to make partner buyouts successful.
Partner retreats, while often taking place in relaxing atmospheres, typically are anything but relaxing. However, the importance they have to the firm and for those invested in the future of the firm cannot be underestimated.
We've all heard the expression "content is king." Well, when it comes to marketing, that's becoming all the more true, according to a presentation about inbound marketing at the 2013 Association for Accounting Marketing Summit.
With merger mania heating up in the accounting world, it's likely most firms are either being eyed or are ogling another firm to achieve growth or, in some cases, to achieve a combination of growth for some partners and succession for others.
For ten years, Joe Evers, a CPA who owns a small practice in Phoenix, Arizona, attempted to work more proactively with his clients, but he was never able to move his firm in the direction he was hoping for.
Firms looking to add new partners need to abandon "archaic approaches" to doing so, be it with existing staff or when looking at outside candidates. This is the message from "How to Bring in New Partners," written by Marc Rosenberg of The Rosenberg Associates consulting firm.
Too many firm leaders experience "Groundhog Day" when it comes to reliving old challenges that prevent their company from moving to the next level of success. That message kicked off a session entitled "Common Traits of Highly Successful Firms" at the Winning Is Everything conference.
Firm owners are always looking for ways to save time and money. So why not take those findings to your clients? In other words, teach your clients what you've learned so that they, in turn, can save time and money and pay you for your consultative advice.
Are you really getting paid for what you do? The debate between billable hours vs. value pricing has heated up in the accounting profession over the past few years, especially as technology continues to increase efficiency.
My male boss wanted me to coordinate a "women's initiatives" panel for a group of managing partners across the United States, Canada, and Mexico who are part of our association. I rolled my eyes. I couldn't help it.