we all have to do it.
by martin bissett
passport to partnership
when challenges come our way, regardless of what shape or form they arrive in, our world seems to lose a bit of brightness, there’s a little knot in the gut and a sense of peace broken.
more: the real math behind the sales pipeline | five questions for grading prospects | be clear about your roi proposition | keep business development going during busy season | health, wealth, stealth: challenges on the path to partnership | don’t let recurring fees kill your practice | rate your personal purpose | five ways to make selling easier | six keys to getting a proposal accepted | tell the world your worth
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the question is, if we were watching our own responses to these trials, would we appoint ourselves as the next partner of the firm?
let’s examine five checkpoints to test your own, or your staffers’, abilities to overcome challenges.
the challenge is, of course, irrelevant. what is being measured here is our response to the challenges and what would happen if the existing partners of the firm were to entrust us with their livelihoods, their client base, their finances and their commitment to meeting the payroll obligation that they have each month.
the old saying that “proper planning prevents poor performance” was never more apt than here. our resolve, attitude, character, integrity, ethics and competence are examined under the microscope when challenges come calling in our careers.
battles won and lost
what are some examples of challenges that you’ve overcome for/in the firm?
what are your three biggest failures in your career and what have been the key lessons that you’ve taken from them?
what health, stealth and wealth challenges do you foresee in your career? (for example stress, political infighting, legislative changes, fee pressure, etc.) and what will be your measures to combat them?
