TAILIEUCHUNG - Practice Made Perfect 22

Practice Made Perfect 22 is the ideal opportunity to spend quality time with the best financial-advisory business consultants in the country. You get tips, tools, and worksheets to ensure that you can manage your practice to become the business success you want it to be. This book will be your new best friend—guaranteed | This page is intentionally blank Appendix Throughout the book we have referred to helpful worksheets in the appendix. We hope you will find these templates useful in getting organized and focused on building and growing a dynamic practice. WORKSHEET 1 Practice-Management Assessment 190 WORKSHEET 2 Analysis of Top Twenty Clients 194 WORKSHEET 3 Self-Evaluation 198 WORKSHEET 4 Performance Evaluation for Professional Staff 201 WORKSHEET 5 Upstream Evaluation 208 WORKSHEET 6 How to Use Compensation Benchmarking and Salary-Survey Data 212 WORKSHEET 7 Balance Sheet 214 WORKSHEET 8 Income Statement 216 WORKSHEET 9 Calculations for Ratios 218 WORKSHEET 10 Cash Flow Calculator 220 189 WORKSHEET 1 Practice-Management Assessment TAKE THIS QUIZ and find out how your firm stacks up. HUMAN CAPITAL 1. My key staffers envision their position within my firm in three years time as a significantly promoted b more efficient at the same responsibilities c about the same as now d nonexistent 2. Raises and variable compensation at my firm are a determined by an objective formula related to firm strategy position levels and responsibilities b determined by an objective formula unrelated to firm strategy position levels and responsibilities c subjective but somewhat consistent from year to year d subjective and inconsistent from year to year 3. Job descriptions at my firm a clearly outline responsibilities and play a key role in performance evaluations b clearly outline responsibilities c are somewhat outdated and or vague d are nonexistent 4. The culture at my firm a i s stated clearly in a written statement and plays a key role in performance evaluations b i s discussed informally and is intuitively or implicitly understood by staff c hasn t really been discussed d is detracting from optimal firm performance .

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