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Just keep it real. It is what it is. The two work inversely to create guard rails to keep you forcing things one way or the other. It's easier to explain your time if honest than making up reasons why you plugged or ate time.
Also, I have to "pay for other people's mistakes" (ppl who have since left the firm) so that we can do our current year work correctly.
I always record actual time. I would rather show an engagement for what it is - inefficient, than work extra hours that I don’t get credit for.
Well if you get credit for that time, that indirectly screws your upline.
Mentor
Your charge hour budget decreases pretty significantly, so I tend to put a decent amount of time to staff development. As long as I’m hitting my personal budget I’ll manipulate the various clients I’m working on. Quite a few of my clients have ridiculous realization so if need be I’ll pad those clients with extra hours and take away from one that a staff has blown up. I do all the billing anyway, so as long as the numbers look good to internal accounting it isn’t an issue.
Mentor
At smaller firms (I used to work at BDO), partners were just not realistic with the amount of time a project actually took. Especially if you consistently had to train new people on them. That being said, bill actual hours and be able to defend it.
If everything is just written off due to inefficiencies or whatever changes the partners decided to do or turnover in staffing, then how does any SM ever get promoted to Partner?
We still generate cash income. The rest is accounting
Well- that’s a cynical way of putting it but…..