I’m just saying. No boss in the history of bosses has admitted to his employees “yes, I am a shitty manager and your complaints are valid”. He will just wonder why his employees are whiny bitches who keep complaining.
With that being said, G you should really do a comprehensive review of what you want from this new job and get everything in writing. Fool me twice, I can’t get fooled again.
Texas is a right-to-work state. An employer can fire you at any time, and doesn’t have to even have a reason. So employment contracts are virtually worthless here.
I spoke to him earlier today to ask about these things. I didn’t ask for a written contract, but he implied that he wasn’t going to give one. (Written employment contracts are rare around here.) But we did hash out some questions that were bugging me. Overall, I feel pretty good about it. (Of course, Greenman has been known to make mistakes. From time to time.)
The ‘right to work’ thing is irrelevant in terms of what ohai is referring to (i think). Even with the contract, you can still be fired, but the purpose is to define the structure of how you’ll be paid and when you take ownership of a client’s revenue legally. You want a written statement of what you’re going to be paid, when and how you’ll earn it. If the guy is nice and generous and honest, you’ll be compensated appropriately. But if he ends up being stingy, you’ll want to have a process in place that says something like “I’ve taken over #X relationships this year, which derive $XX,XXX in revenue and therefore this year I receive XX% of that revenue, next year I get XX%” and so on. Setting up the expectations and the compensation arrangement ahead of time allows both parties to communicate clearly and truthfully, otherwise year end bonus time can become a difficult conversation about what you think you earned vs. what he thinks you earned.
Of course, if you’d be willing to take the job without the whole ownership piece, then jump in without those details. But if this new job is attractive because of the ownership, I’d get details first. Lots of small business owners out there that will promise the world and then under-deliver when it’s time to pull out the checkbook.
I don’t expect you to sue the guy, but the point is to establish consensus on what will be expected in the future from both parties. When you just verbally discuss something, you might have a different understanding or recollection of what was agreed upon. If you can establish trust and clear expectations without writing it down, that is fine too. This just helps. What is most important, of course, is that you have a checklist (written, mental or otherwise) of what went wrong at your current job, and have some plan or agreement to avoid those issues.
I think first thing is you need to make sure you get paid more than what you are getting paid now, that is something they can’t take away. Rest is just all fluff and luck.
I don’t think this can be overstated. At some point the only contract that matters is how much you’re getting paid. The rest is just bullshit. Stop dangling carrots and start cutting checks. If they’re serious about you taking over the firm then they should be paying you as if they value you at that level of talent. If they aren’t then they aren’t serious.
Ok. The ink is dry on the contract. I’m canceling the other interview.
All in all, I think the raise will be ~35-40%. The salary is only 21%. The rest is in license fees, reduced costs, etc. (the old boss made me pay for my own licenses and monthly tech fees. That was about 4K per year. Plus he made me pay my own way to the national conference, which cost another 4K per year. That’s $8k after tax, which is essentially a $10k raise.).
I think it’s a sampling error. Of course lower level employees don’t need contracts. That’s a different situation than agreeing to being a BSD. I just hope greenman starts thinking and requiring the things associated with being a BSD. Next step is a million dollar muni portfolio my man
He said, “No hard feelings” and “I probably would have come to the same conclusion”. So it sounds like even though the timing is bad (for a CPA firm), we both knew it was inevitable, sooner or later.