development

put it all together for both clients and coworkers to see.

by martin bissett
passport to partnership

an advisor is trusted when they can show that they

• took responsibility for their end of the bargain in the client engagement,
• educated the client of their responsibilities,
• offered prompting and assistance throughout but then allowed the client to ultimately govern themselves in terms of following through on their commitments.

more on the passport to partnership: 5 ways to evaluate your communication | why communication matters so much | 3 questions to evaluate your firm culture | competence: more than technical skills | are you partner material? maybe not
exclusively for pro members. log in here or 2022世界杯足球排名 today.

this then empowers the advisor to make a commercial decision when the client now faces the consequences, as to whether they want to communicate even more assistance to make things all better for the clients and gain huge appreciation and emotional capital.
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lessons in effective communication for partners and wanna-be partners.

by martin bissett
passport to partnership

the passport to partnership study collated a number of responses in a conversational style.

more on the passport to partnership: 3 questions to evaluate your firm culture | competence: more than technical skills | partnership: competence is just the foot in the door

exclusively for pro members. log in here or 2022世界杯足球排名 today.

a couple examples really stood out as the first steps in effective communication: read more →

the experts weigh in. hint: it’s not about you.

by martin bissett
passport to partnership

what does communication mean at the partner level?

more on the passport to partnership: 5 ways to get buy-in for firm culture | competence: more than technical skills | partnership: competence is just the foot in the door

exclusively for pro members. log in here or 2022世界杯足球排名 today.

ask yourself and answer these questions when considering the current and future communication tactics that you’ll employ.
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4 winning habits of top accountants.

by martin bissett

i’ve had the benefit of meeting, speaking and observing hundreds of very successful and unsuccessful partners over the last two decades and there is indeed a set of differentiating factors that set a partner apart from the chasing pack.

more on the passport to partnership: 3 questions to evaluate your firm culture | learn to read your firm’s culture | 5 ways to get buy-in for firm culture | competence: more than technical skills | experts advise what partnership takes | partnership: competence is just the foot in the door | are you partner material? maybe not

here are the four “best-selling behaviors” that i’ve observed:

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4 reasons that senior managers struggle.

by martin bissett

ultimately, when we have to interact with clients, subordinates, superiors or peers, the questions are always the same: who do i need to deliver this information to and what approach would they respond most favorably to?

more on the passport to partnership: 3 questions to evaluate your firm culture | learn to read your firm’s culture | competence: more than technical skills | experts advise what partnership takes | partnership: competence is just the foot in the door

in arriving at “communication” we come to the most intangible of all the components to obtain a “passport to partnership.”
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learn to read your firm’s ‘cultural blueprint.’

by martin bissett
passport to partnership

what conclusions can you draw from your knowledge of how the promotion system works in your firm that you need to keep in mind?

more on the passport to partnership: 3 questions to evaluate your firm culture | learn to read your firm’s culture | 5 ways to get buy-in for firm culture | competence: more than technical skills | experts advise what partnership takes | partnership: competence is just the foot in the door | are you partner material? maybe not

in terms of firm culture, you need to understand the four navigational points of the compass:

1. who do i need to stay on the right side of?
2. what are the unwritten rules in my firm?
3. whose opinions can be trusted?
4. what really impresses the partners?

and here’s a five-part analysis to see how you measure up:

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