the path to partner

you need skills in general, in business development and in being a good boss.

by marc rosenberg
the rosenberg practice management library

the old-school way of developing staff into partners was very simple:

• staff are bountiful. those with the right stuff move up; we’ll move the others out and hire a new crop to replace them.
• it’s up to the staff to pull themselves up by their own bootstraps and make their mark. nobody showed us how to make partner. nobody held our hands.
  

more: making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner
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• it’s up to the staff to tell us that they want to be partners. unless and until they show us this ambition, we won’t talk to them about becoming a partner.
• bringing in business can’t be taught. you’re either born with it or you’re not.
• and while we are on the subject of business development, we all know from experience that marketing must be done nights and weekends. clients are too busy during the day. and we need the days to get our billable hours in. so a partner must commit to working long hours, including nights and weekends, and be willing to sacrifice his or her personal life for the firm.