What we have here is a failure to communicate.
Editor’s Note: With this article, CPA Trendlines introduces a new series of articles by Martin Bissett reporting on the findings of his proprietary research into the keys to making partner. The research is based on hundreds of interviews with partners and practitioners at more than 30 firms in the U.S. and the U.K., dozens of experts and advisors, and his own 20 years of experience in the field. In his research, Bissett uncovered a wide gap between what partners say they seek in a staffer yearning to be partner and what they actually do and say to train and nurture the staffer. His work in Passport to Partnership is dedicated to bridging that gap, revealing to both partners and partners-to-be the unspoken rules, and working to create a bulletproof program to guide their efforts.
By Martin Bissett
Passport to Partnership
Have you ever wondered what the partners of your firm are looking for from you, beyond your technical abilities?
For full disclosure, I am not an accountant, but I have spent decades working with accounting firms of all shapes and sizes in the United Kingdom, the United States and Europe.
MORE FROM MARTIN BISSETT: Selling on Value vs. Fees | 3 Ways to Convert Scheduling Practices to New Fees | Selling vs. Attracting to Build Relationships | When Selling, Don’t Chase New Fees, Attract Them | Selling Accounting Services Doesn’t Have to Be Hard! | ‘Selling’ Isn’t a Dirty Word | 8 Factors in Practice Development Success | In Sales, Perception Is Reality | Success Begins With Accountability | Do You Realize You’re Failing? | Winning Your First Client
I noticed over time that in many firms, partners may often regard one or more of their managers as not being “partner material” because they feel that the manager does not exhibit the traits they are looking for.