Join our community by subscribing to the Boomer Bulletin, and our articles will be delivered monthly right to your inbox.

For today's firm leaders, one of the most pressing challenges isn't just attracting talent, but also holding on to them and preparing them for partnership. The traditional trajectory to partner status took well over a decade. However, many firms are accelerating that pathway in today's fast-paced and highly competitive accounting labor market and with changing generational expectations. Leading firms are looking at faster promotion tracks to stay competitive and hold onto the

Compensation—particularly partner compensation—often leads to considerable debate in most firms. The discussion has only become more complex with the addition of non-equity and non-CPA owners. Most firms created their existing compensation model when the firm was small, the profession was less commoditized, labor was abundant and they relied on technology much less than they do today. In that environment, compensation was traditionally based on stock ownership and book of bus

Practically every accounting firm partner I know complains about wasting time in meetings. I suspect this is because many, if not most, meetings in an accounting firm are poorly managed. Improving meetings in your firm can increase performance and focus on solving issues rather than just discussing them. Discussion is essential, but resolution is what differentiates high performers. Some of the tips I provide you may already know. But the question is, are you practicing them?