The firm’s owners are responsible for implementing its vision.
By August J. Aquila
What Makes a Great Partnership
Partners are the culture in a professional service firm – what they believe, what they reward, what they do and how they do it determines what and how things get done. But one of the problems we consistently hear about is the lack of clarity in what being a partner means. And in the absence of clarity, the partners typically fill the gap by doing what they think it means, with all of the differences of thought and behavior that inevitably brings. It’s these differences in behavior that result in firms failing to maximize their potential.
MORE: Do Your Partners Pay Their Own Way? | Why Partners Need Written Goals | Seven Keys to Becoming an Equity Partner | How to Create Firm Accountability | Eight Criteria for Partnership | How to Achieve Partner Unity | Five Questions to Ask Your Partners about Accountability | How You Can Get Partners to Change | The Seven Building Blocks of a Great Partnership
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This table illustrates some of the differences in approach that can occur when partners interpret their responsibilities themselves.
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