five questions about facing challenges

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.

posted on april 9, 2024

martin bissett

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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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