Why the Partner Agreement Matters

Illuminated glass pyramid at the Louvre, Paris at nightMany agreements have long outlived a reasonable foundation for the firm’s current success level and size.

By Bill Reeb and Dominic Cingoranelli

Most of the time when we are called in to work with firms, it is to help them plan for or implement significant change. The dialogue may start out with a general firm retreat, or it might simply be a session devoted to solving a few specific problems.

MORE ON PERFORMANCE MANAGEMENT: Younger Partners See Succession Differently | How to Compensate Your Managing Partner | The Job of Managing Partner: Empowered or Emasculated? | How the Best Managing Partners Turn Ideas into Reality | Make Accountability a Process | Accountability Requires Clear Expectations | Base Retirement on Today’s Operations

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Visionary firms are always looking to make changes long before their operating environment forces them to, from enhancing their ability to compete, making changes to improve profitability, building infrastructure to support succession, upgrading their people development, modifying the compensation process, increasing revenues and more.