three types of skills you need to become a partner
what is your firm doing to help staff develop these?
by marc rosenberg
how to bring in new partners
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: six ways new partners differ from managers | sixteen duties of a partner | seventeen basic expectations of partners | the four essentials for every new partner | five people to keep out of partnership | nine ways to woo a prospective partner | tell potential partners what it takes
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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.
not much of a clear or easy path in those days, was there?
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develop staff, develop business, develop yourself.
