The reality of being a partner in a firm, regardless of the size, is that you are running a “one-partner business.”

In many firms the reality is that most partners below the “dictator” at the top are treated as employees—maybe a little more respectfully, but still as employees.

Clients buy something they need or solutions to problems, not hours. Here is a situation that has actually occurred in a client’s legal matter.

Besides clients and partners, my primary interactions are with other accountants who call me with their practice management questions.

Actually I do not sell coaching, mentoring or consulting services to clients—I sell solutions to problems.

What's the best way to evaluate the performance of your firm's employees?

Reducing client load is important for a partner to grow.

Partners need to grow individually because that is what will propel the firm’s further growth.

My best hires were those I hired out of school and trained.

Perhaps the most important staffing decision is to know when to hire your first employee. I believe this decision needs to be guided by your goals.