Four Reasons That Managers Struggle with Relationships

The seven levels of communication management we engage in.

By Martin Bissett
Passport to Partnership

Ultimately, when we have to interact with clients, subordinates, superiors or peers, the questions are always the same: Who do I need to deliver this information to and what approach would they respond most favorably to?

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In arriving at “Communication” we come to the most intangible of all the components to obtain a “passport to partnership.”
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Seven Things Your Compensation Model Must Accomplish

Take a hard look at your partners.

By Domenick J. Esposito
8 Steps to Great

Let’s take a deep dive into both a firm’s partner mix and its compensation model.

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In a “Good to Great” research study on high-performing organizations performed by Jim Collins, it was concluded that the method of compensation, as a causal factor for high and sustained performance, is largely irrelevant. The study concluded that whatever system is in use, it simply must be rational and equitably managed and that high sustained performance is largely the result of doing many things well.
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Three Ways to Evaluate Firm Culture

Hand drawing a rainbow-colored 3Consider this on your path toward partner.

By Martin Bissett
Passport to Partnership

This second C is a stormy and choppy one, often fraught with political icebergs but navigated diplomatically and with maturity, will lead you through.

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Case Study on Culture

Deborah had done well. She was bridging the firm’s culture gap and fulfilling its desire to be seen as an equal opportunities employer by becoming the practice’s standout rising star.

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Five Tips for Strengthening Firm Culture

four colleagues chatting around a water cooler

Make it work for you.

By Martin Bissett
Passport to Partnership

Cultural issues are dynamic, very broad and unique in each firm. As such it is a challenge to summarize them accurately and comprehensively.

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From our research, however, the wise choice for anyone wishing to get their passport to partnership appears to be to study

  • their firm’s existing culture,
  • that of its senior individuals and
  • that of those who have the ear of those senior individuals

to understand not only the route to partnership, but the terrain that they need to cross too.
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