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.
more: three questions about your competence | competence is step one of seven | three things that rich accountants do | four reasons it’s hard to sell | eight questions to hold yourself accountable | win your first client: yourself
exclusively for pro members. log in here or 2022世界杯足球排名 today.
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.
do any of these scenarios remind you of similar situations in your firm?
the senior partner’s pa always parks in a certain space even though it has no name nor reserved sign on it and it happens to be one of the closest to the main entrance to the building.
during christmas parties, the audit department is always required to perform on the karaoke.
whatever price i calculate a client engagement to be worth, the partner i report to discounts it by 25 percent right away because “the client will never pay the fee you came up with.”
you’re not alone. it’s quite common for each firm to have its individual quirks and idiosyncrasies as a lasting legacy of those who have had the most power within the firm in years gone by.
yet, however, a firm is run, there will come a time when all of this is over. your ideas on culture will increasingly gain power as you grow in stature within the firm’s hierarchy.
so thought needs to turn now to studying
- why the existing culture within the firm and toward clients is as it is,
- what would happen and who it would upset to change it, and
- what diplomatic steps can be taken to start the process of change incrementally for the better right now.
how do we do that?
here are some initial considerations to keep in mind when making sure that the firm’s people believe in themselves and the culture of the organization:
- do not be afraid of what you do not know. you may not be in the corridors of power yet in your firm, but those who are also were not there once. how did they get there and what was the culture of the practice like back then? let’s ask them. what do we have to lose?
- unify the outlook of the team. a great leader is an ambassador, diplomat and mediator. every firm has people issues. the skill is in successful reconciliation wherever possible.
- become selfless. great leaders serve first, without looking for reciprocation. those you assist are unlikely to forget your kindness when it matters.
- manage expectations. those you grew up with may well find that you are their boss one day. how well do you know them and how can you manage their reactions and expectations toward their relationship with you when that happens?
- when change happens, not everyone adapts in tandem, some never adapt at all. be prepared to keep your and the firm’s development “top of mind” at all times as some changes within the firm can be unexpected and swift. adaptability without being thrown off course is another key cultural leadership trait. in other words, can the firm depend on you no matter what?