The Partner Manager Relationship
June 10 | Sandra Wiley, COO & Senior Consultant
As the age of retirement nears, partners downsize their work loads and seek out the best equipped successors. A typical transition plan suggests to first consider those with the most experience in the firm—its managers. Partners do not always understand those in management today, however, and are hesitant to pass the firm’s reins off to them.
Transferring Job Training and Learning
June 10 | Sue Thiemann, Director of Conference Planning
In the past most learning experiences came from classroom presentations. Studies reveal that people actively engaged in the learning process, however, are more apt to master new skills. In particular, adults learn more effectively by doing or experiencing rather than merely listening.
Do You Know What Your Clients Need?
June 10 | David Smith, Director, FMRC Smithink Pty Limited
Firms that have systematically implemented a review process for their clients report that it has unlocked significant extra work at higher profitability than traditional compliance work. The key action in growing a client relationship is to conduct a regular (at least annual) client needs review.
A Strategic Plan - The Foundation for Retention & Attraction
June 10 | L. Gary Boomer, CPA, CITP, CEO
Retention and attraction of people is definitely the number one challenge in all professions. The accounting profession will face a crisis if it doesn’t make significant changes in the way it practices firm management.