1 min readA Fractured Partner Group
by Guy Gage | June 23, 2024 | Business, Leadership
Stressed
A professional administrator from a CPA firm visited our sponsor table last week at the CPAFMA Connections 2024 conference in Savannah, Georgia. Her discouragement was evident from her slumped shoulders and shuffling walk. She immediately shared her frustration with the fractured partner group at her firm.
She explained that the senior partners were retiring, and the next generation was dysfunctional. They refused to communicate with each other, had poor billing and collection practices, and were generally unavailable to their staff. Her distress over their behavior was palpable. We asked a few questions, hoping to offer suggestions or guidance, but there was nothing we could offer that would help. We felt her anguish.
Stressful Times
This was not the only administrator or partner we encountered who was distressed with their leadership team. Many reported feeling pressured and stressed to the max due to changes in the profession. Firm leaders have had to deal with significant disruptions, requiring innovation that stretches everyone beyond their comfort zone. The decisions needed are more than any one person can handle alone.
Existing challenges like limited capacity, succession concerns, technology investments, and building advisory services for clients are only the beginning. Looming around the corner is the need to adopt AI into their practice.
Firms with cohesive leadership teams have been and will be able to manage these disruptions. They have learned to acknowledge and appreciate individual contributions and build a foundation of trust, ensuring each member is committed to the firm’s vision.
Stressed Teams
However, too many partner groups do not function at this level. Each dysfunctional group has its own mix of attitudes and behaviors that prevent them from weathering the profession’s changes. Simply telling partners what they should and shouldn’t do is insufficient. Learning to function as a high-performing partner group is the only way to navigate the headwinds of change.
This is the discouragement the firm administrator faced. She saw great potential in her firm but felt her partners couldn’t see it. It is truly unfortunate that firms continue under the illusion that, because they are making money now, they can continue as a fractured partner group.
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