Footnotes
PREFACE
1Jay R. Schuster and Patricia K. Zingheim, The New Pay: Linking Employee and Organizational Performance (San Francisco: Jossey-Bass, 1996), pp. 19-20.
CHAPTER 1: WHY WE NEED A NEW COMPENSATION PARADIGM
1Thomas L. Friedman, The World Is Flat: A Brief History of the Twenty-First Century (New York: Farrar, Straus and Giraux, 2003), p. 13.
2Bruce J. Avolio and Fred Luthans, The High Impact Leader (New York: McGraw Hill, 2006).
3Joel A. Baker, Paradigms: The Business of Discovering the Future (New York: Harper Business, 1993), p. 140.
4Stephen R. Covey, The 7 Habits of Highly Effective People (New York: The Free Press, 2004).
CHAPTER 2: HOW TO GROW THE COMPENSATION PIE: THE LEADERSHIP FACTOR
1For more on this topic, see Principle Centered Leadership by Stephen R. Covey (New York: Simon & Schuster, 1991).
2Joanne G. Sujansky, “Keys to Unlocking Leadership in Your Organization,” Partner Advantage Advisory, vol. 2, no. 7, p. 6.
3Frances Hesselbein, Marshall Goldsmith, and Richard Beckhard, The Leader of the Future (San Francisco: Jossey-Bass. 1996).
4Patrick Lencioni, Overcoming the Five Dysfunctions of a Team: A Leadership Fable (San Francisco: Jossey-Bass. 2005), p. 13-14.
5Morrie Shechtman, “Five Steps to Becoming a Stronger Leader: A Challenge for 2004,” Partner Advantage Advisory, vol. 1, no. 7, p. 8.
CHAPTER 3: GROWING THE COMPENSATION PIE: THE BIG PICTURE FACTOR
1Tom Peters, Robert Waterman, and Julien R. Phillips, In Search of Excellence: Lessons from America’s Best Run Companies (New York: Warner Books, 1982), p. 9-11.
2Peters, Waterman, and Phillips, p. 9-11.
3John P. Kotter, Leading Change (Boston: Harvard Business School Publishing, 1996).
4Reprinted from Business Horizons, Volume 23, Issue 3, Robert Waterman, Thomas Peters, and Julien Phillips, “Structure is Not Organization,” Pages 14-26, Copyright, June 1980, with permission from Elsevier.
5C. Franklin Covey Co. 2000. Reprinted with permission.
CHAPTER 4: HOW TO GROW THE COMPENSATION PIE: THE MISSION/VISION/VALUES FACTOR
1Peter Drucker, The Drucker Foundation Self-Assessment Tool: Process Guide (San Francisco: Jossey-Bass, 1999).
3August J. Aquila and Bruce Marcus, Client at the Core: Marketing and Managing Today’s Professional Services Firm (Hoboken, N.J.: John Wiley and Sons, 2004), p. 41.
CHAPTER 5: HOW TO GROW THE COMPENSATION PIE: THE BALANCED SCORECARD FACTOR
1Much of this chapter is based on material originally published in Client at the Core: Marketing and Managing Today’s Professional Services Firm by August J. Aquila and Bruce W. Marcus (Hoboken, N.J.: John Wiley & Sons, 2004). Adapted with permission of John Wiley & Sons, Inc.
2Robert S. Kaplan and David P. Norton, Strategy Maps: Converting Intangible Assets into Tangible Outcome (Boston: Harvard Business School Press, 2004), p. 4.
3H. Igor Ansoff, “Strategies for Diversification,” Harvard Business Review (September/ October 1957).
5Paul R. Niven, Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results (Hoboken, N.J.: John Wiley & Sons, 2002), p. 107.
6Niven, pp 107-8.
CHAPTER 6: COMPENSATION TERMINOLOGY AND CRITERIA
1Peter T. Chingos, Paying for Performance: A Guide to Compensation Management, 2d ed. Hoboken, N.J.: John Wiley and Sons, 2002.
3Nicholas J. Mastracchio, Mergers and Acquisitions of CPA Firms: A Guide to Practice Valuation. New York: American Institute of Certified Public Accountants, 1998.
5”The Role of Ownership: A Roundtable Discussion,” Partner Advantage Advisory, vol. 2 (2004): 1-6.
6”The Role of Ownership: A Roundtable Discussion,” pp. 4-5.
CHAPTER 7: CURRENT COMPENSATION METHODS
1Marc L. Rosenberg, “Not All Partners Are Created Equal: Essential Elements of an Effective Partner Compensation System,” Insight (May 1977): 9.
2Edge International Review, Winter 2005.
3Karen MacKay, “Selecting the Compensation Committee: The Power of Balancing Personalities,” Edge International Review, Winter 2005.
4”The Role of Ownership: A Roundtable Discussion” Reprinted with permission from Partner Advantage Advisory 2, no. 5 (May 2004): 2 and 4.
CHAPTER 8: DESIGNING A NEW COMPENSATION SYSTEM: IT’S ABOUT PEOPLE
1Marcus Buckingham and Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently (New York: Simon & Schuster, 1999).
2Jim Collins, Good to Great: Why Some Companies Make the Leap . . . and Others Don’t (New York: HarperCollins Publishers, 2001).
CHAPTER 9: DESIGNING A NEW COMPENSATION SYSTEM: ATTRACT, REWARD, AND RETAIN TOP PERFORMERS
1James D. Cotterman, “Making Better Compensation Decisions,” Report to Legal Management (Altman Weil, Inc., April 2006).
2Jim Collins, Good to Great: Why Some Companies Make the Leap . . . and Others Don’t (New York: Harper Collins Publishers, Inc., 2001), p. 49.
3David Maister, Practice What You Preach (New York: The Free Press, Simon & Schuster, 2001).
4Source: http://www.teconline.com/www/bestpractices/compensation.asp.
5Blane R. Prescott, “Follow the Money—The Evolution of Partner Compensation Systems in Law Firms” (Hildebrandt, December 21, 1999).
CHAPTER 10: SETTING GOALS AND MANAGING PERFORMANCE
1Stephen R. Covey, during 7 Habits Certification Class, March 2005, in Homestead, Utah.
2Stephen R. Covey, The 8th Habit: From Effectiveness to Greatness (New York: Free Press, 2004).
3Much of this section comes from Client at the Core: Marketing and Managing Today’s Professional Services Firm, by August Aquila and Bruce W. Marcus (Hoboken, N.J.: John Wiley & Sons, 2004), Appendix A, pp 247-255. Reprinted with permission of John Wiley & Sons, Inc.
CHAPTER 11: IS A PAY FOR PERFORMANCE SYSTEM RIGHT FOR YOU?
1Michael Beer and Mark D. Cannon, Promise and Peril in Implementing Pay for Performance: A Report on Thirteen Natural Experiments, white paper, Vanderbilt University, 2007.
2Alfie Kohn, Punished by Rewards: The Trouble with Gold Stars, Incentive Plans, A’s, Praise, and Other Bribes (New York: Houghton Mifflin Company, 1999).
3Stephen R. Covey, The 7 Habits of Highly Effective People (New York: Fireside Press, 1989).
4Carl Sewell, Customers for Life (New York: Currency by Doubleday, 1990).
5Alexander L. Gabbin, “The Crisis in Accounting Education: the CPA’s Role in Attracting the Best and the Brightest to the Profession,” Journal of Accountancy, April 2002.
6Gary Hamel and C.K. Prahalad, Competing for the Future (Boston: Harvard Business School, 1994), p. 201.
CHAPTER 12: PAY FOR PERFORMANCE: ALIGN COMPENSATION TO FIRM INITIATIVES
1James L. Heskett, W. Earl Sasser, Jr., and Leonard A. Schlesinger, The Service Profit Chain. New York: The Free Press, 1997.
2Reprinted by permission of Harvard Business Review. The Links in the Service-Profit Chain from “Putting the Service-Profit Chain to Work” by James L. Heskett, Thomas O. Jones, Gary W. Loveman, W. Earl Sasser, Jr., and Leonard A. Schlessinger, March/April, 1994. Copyright © 1994 by Harvard Business School Publishing Corporation; all rights reserved.
3Michael Hayes, “Pay for Performance,” Journal of Accountancy (June 2002).
CHAPTER 13: COMPENSATING THE MANAGING OWNER
1Steve Mayer, “What Do Managing Partners Do?” Partner Advantage Advisory 2, no. 6 (2004): 7. Reprinted with permission.
2David K. Morgan, CPA, “What Managing Partners Do: Committed to Leading the Way,” Partner Advantage Advisory 2, no. 9 (2004): 1, 6. Reprinted with permission.
3”What do managing partners do” Q & Answers, Partner Advantage Advisory 2, no. 10 (2004): 8. Answered by Tom Feeley. Reprinted with permission.