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Our monthly review of the most important management and leadership articles in the accounting press.
Vol. 3 No. 4, April 2011
The Leadership Forum is a panel of the most prominent thought leaders in the profession. Each month we ask them to respond to a question dealing with CPA firm management and leadership.
This month's question is: What are best practices for improving accountability at the partner level in firms? At the staff level?
For the archive of Leadership Forum Reports, click here.
Consultants and Other Prominent Observers
| Burt Bierman | The Rainmaker Consulting Group | www.therainmakeracademy.com [email protected] |
| At the partner level, I believe the most critical expectations ought to be clear and written out and agreed to in a contract. At the staff level, ... More | ||
| Larry Bildstein | The Whetstone Group | www.thewhetstonegroup.com [email protected] |
| The most effective method to establish accountability at the partner level is to develop a few simple measurement tools to track activity and ... More | ||
| Angie Grissom | The Rainmaker Consulting Group | www.therainmakeracademy.com [email protected] |
| Strong accountability comes down to a few basic elements: shared vision, clarity in expectations, ... More | ||
| Bob Lewis | Visionary Marketing | www.thinkvisionary.com [email protected] |
| One method of improving accountability is through the use of surveys ... More | ||
| Patrick Pruett | The APA and Enterprise Network Worldwide | http://enterprisenetworkworldwide.com [email protected] |
| The very best firms build a culture for accountability and stay committed to seeing their plans through ... More | ||
| Joel Sinkin | Accounting Transition Advisors | www.transitionadvisors.com [email protected] |
| I think accountability must start by having clear definitions of roles and objectives ... More | ||
| Joe Tarasco | Accountants Advisory Group | www.accountantsadvisory.com [email protected] |
| Partner accountability is a common problem in most accounting firms. There is often much ambiguity and lack of communication when specifying partner performance criteria ... More | ||
| Lisa Tierney | TIERNEY Coaching & Consulting | www.TIERNEYCoaching-Consulting.com [email protected] |
| ... To whom are we to be held accountable? And for what? The successful individual has only to be accountable to himself ... More | ||
| Troy Waugh | The Rainmaker Consulting Group | www.therainmakeracademy.com [email protected] |
| ... Many accounting firms use the core value of "integrity" so whenever the partners model this value, then everyone in the firm will ... More | ||
| Sandra Wiley | Boomer Consulting, Inc. | www.boomer.com [email protected] |
| At the partner level, the first place to start is commitment ... More | ||
| Jennifer Wilson | ConvergenceCoaching LLC | www.convergencecoaching.com [email protected] |
| Develop unity around the firm's strategy and vision, clearly define roles and goals, establish regular return and report meetings ... More | ||
Firm Leaders
| Anonymous | ||
| Having open candid discussion of what is expected of them, and the consequences of not adhering to firm policies and goals. | ||