make firm culture work for you

bonus: 5 ways to make sure the firm’s people believe in both themselves and the culture.

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: checklist: partner-ready metrics | making partner when competence isn’t enough | the three habits of the rich accountant | 4 reasons selling is hard | why believing in yourself matters | your first sale is to yourself
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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.

posted on october 13, 2021

martin bissett

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martin bissett is the author of

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he is the founder of the upward spiral partnership ltd., the uk-based consulting firm that specializes in the implementation of professional selling and leadership skills in the next generation of accounting professionals.

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previously, martin served ten years on the board of directors of the uk’s leading provider of high-quality new business appointments for accountancy firms. there, he held the responsibility for the nurture and organic growth of the organization’s new client base, including six of the uk’s top 30 firms of accountants.

martin became fascinated by the apparent juxtaposition of partners not vocalizing what they were looking for in terms of an accomplished skill set from their potential future partners and their managers not asking to discover what that skill set included, despite wanting to reach that very position. in a profession with a supposed “succession crisis” on the horizon, this apparent stand-off struck him as curious.

this has led upward spiral partnership to personally interview several hundred partners and managers in the us and uk to learn what partners are looking for and how the managers see their own future in the firm. there are, of course, firms that have addressed this issue already, and their initiatives have also been captured.

the results of the research, including both the consensus and the exceptions to the general opinion, is called “passport to partnership.” this study provides the highlights of each factor that the majority of partners interviewed use as their criteria when evaluating whether someone in their organization can make it to the top.

as a result of the combination of his experience, intellectual property, and this proprietary research, martin now consults with accounting firms in the uk, europe, and the usa to support them in their transition through to the next stage of their development and growth.

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