Are You Committed to Your Firm?

There are times to be silent.

By Martin Bissett
Passport to Partnership

Ask yourself and answer these questions when considering the current and future “commitment” behaviors that you’ll employ.

MORE: Selling Isn’t Hard | How Are You Showing Your Commitment? | Nine Points to Check Before Hello | Selling Happens All the Time | Five Questions about Your Network | Why Clients Struggle with Growth | Do You Make Your Firm Look Good? | Seven Things That Good Advisors Skip
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1 – What is my first reaction to being asked to work outside of my normal hours?

2 – How well do I understand the history and ethos of this firm and do I appreciate what the current partners have had to do to get this firm to where it can afford to pay me today?

Posted on September 14, 2022

Martin Bissett

About the Author

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Martin Bissett is the author of

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Winning Your First Client,
Passport to Partnership, and
Meet Your New Best Client

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He is the founder of The Upward Spiral Partnership Ltd., the UK-based consulting firm that specializes in the implementation of professional selling and leadership skills in the next generation of accounting professionals.

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Previously, Martin served ten years on the board of directors of the UK’s leading provider of high-quality new business appointments for accountancy firms. There, he held the responsibility for the nurture and organic growth of the organization’s new client base, including six of the UK’s top 30 firms of accountants.

Martin became fascinated by the apparent juxtaposition of partners not vocalizing what they were looking for in terms of an accomplished skill set from their potential future partners and their managers not asking to discover what that skill set included, despite wanting to reach that very position. In a profession with a supposed “Succession Crisis” on the horizon, this apparent stand-off struck him as curious.

This has led Upward Spiral Partnership to personally interview several hundred partners and managers in the US and UK to learn what partners are looking for and how the managers see their own future in the firm. There are, of course, firms that have addressed this issue already, and their initiatives have also been captured.

The results of the research, including both the consensus and the exceptions to the general opinion, is called “Passport to Partnership.” This study provides the highlights of each factor that the majority of partners interviewed use as their criteria when evaluating whether someone in their organization can make it to the top.

As a result of the combination of his experience, intellectual property, and this proprietary research, Martin now consults with accounting firms in the UK, Europe, and the USA to support them in their transition through to the next stage of their development and growth.

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