THE PARTNERSHIP

The Seven C’s of Assessing Partner Potential

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Competence and culture are just the beginning.

By Martin Bissett
Passport to Partnership

Staffers aspiring to be partners must learn the key characteristics of successful partners. They also must learn how to develop their own personal plans to achieve partnership. Firms and staffers alike need a clear set of procedures, processes and milestones for turning top talent into the next generation of firm leadership.

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There are seven critically important criteria by which partners assess partners-to-be. I call them:

The Seven C’s
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Shape Partner Behavior through Compensation

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manager holding up carrots in front of employees

Does your firm have the right mix?

By Domenick J. Esposito
8 Steps to Great

Visualize your partner group fitting into a bell curve.

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In Quartile #1, you have the stallions – the very high performers who produce outstanding contributions to the firm year in and year out. These equity partners want to win and know how to do it.
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Why Addressing Ineffective Partners Isn’t Optional

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Three office workers glaring at camera

How to arrange a “soft landing.”

By Domenick J. Esposito
8 Steps to Great

Most accounting, tax and advisory CPA firm professionals who have demonstrated that they can help perpetuate an organization become partners between the ages of 35 and 42. In many cases, these same professionals retire from their firms as they approach the age of 60, 65 and 70.

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Many emotional and physical changes happen to us humans over the course of 25, 30 or 35 years. Sometimes for the good and sometimes for the bad, our personal lives, energy levels and productivity at the age of 35 usually are different than our personal lives, energy levels and productivity at the age of 65.
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What It Takes to Make It to Partner

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senior businessman with five colleagues

Four responses from our expert council.

By Martin Bissett
Passport to Partnership

The skill in producing financial reports is limited by the quality of the information presented to the CPA by the client. The motivation of the client to influence that financial information comes in many forms, some intentional and some unintentional. Competence comes first in being able to resist pressure and present a true and accurate position of the client’s organization.

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Sounds obvious, doesn’t it? But there’s a twist.

Competence doesn’t actually rank highly among the requirements for partners in our study at all.
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Why Accounting Firm Culture Matters

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Our exclusive expert council offers insight.

By Martin Bissett
Passport to Partnership

The Passport to Partnership study collated a number of responses from existing partners of accounting practices in a conversational style.

Examples that really stood out on the realities of individual variances in firm culture are showcased below.

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“Our partners have articulate minds, and that’s what we want to be demonstrated by any new appointees.” Meaning, can they hold their own intellectually in more senior circles?

How would they then behave when meeting with other senior executives as a contemporary of theirs?
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