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communication: putting it all together

october 23, 2015

bonuses: exercises to define your worth and value, then communicate that message.

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: communication can’t be overrated | the 4 winning communications habits of top accountants | how to read your firm’s cultural blueprint | gauge firm culture to move toward partner | what culture really means for partners | 12 ways to determine your competence | passport to partnership: new research shows wide gap between partners and partners-to-be

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.

communication can’t be overrated

october 15, 2015

by martin bissett

bonus checklist: case study and 5 questions on how well you do.

by martin bissett
passport to partnership

the passport to partnership study collated a number of responses in a conversational style. several examples really stood out as the first steps in effective communication:

would we put this person in front of a client?

meaning: the clients are our source of income; we don’t jeopardize that for anything. if we think that this person will do anything less than consolidate the perception of the firm and its people in the eyes of the client, we’ll keep them back in the office.

more on the passport to partnership: communication: it’s not about you | the 4 winning communications habits of top accountants | what communication really means for partners | gauge firm culture to move toward partner | what culture really means for partners | 12 ways to determine your competence | what competence really means for partners | passport to partnership: new research shows wide gap between partners and partners-to-be

how does this person deal with those in support roles?

meaning: let’s never forget where we came from or labor under the misguided belief that because someone has less authority in the firm or a lower pay grade, they are somehow inferior to you.

communication: it’s not about you

october 8, 2015

by martin bissett

bonus: three outlooks from our exclusive expert council: pipe, dobek, grundy.

by martin bissett
passport to partnership

what does communication mean at the partner level?

more on the passport to partnership: the 4 winning communications habits of top accountants | what communication really means for partners | how to read your firm’s cultural blueprint | gauge firm culture to move toward partner | what culture really means for partners | firm culture is inevitable; make it work for you | 12 ways to determine your competence | what competence really means for partners | sailing through the seven c’s to partnership | passport to partnership: new research shows wide gap between partners and partners-to-be

ask yourself and answer these questions when considering the current and future communication tactics that you’ll employ.
read more →

the 4 winning communications habits of top accountants

october 1, 2015

by martin bissett

value your clients – and yourself.

component parts of how the other person perceives your in-person communication

by martin bissett
passport to partnership

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 passport to partnership: what communication really means for partners | how to read your firm’s cultural blueprint | gauge firm culture to move toward partner | what culture really means for partners | firm culture is inevitable; make it work for you | 12 ways to determine your competence | what competence really means for partners | sailing through the seven c’s to partnership | passport to partnership: new research shows wide gap between partners and partners-to-be

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

what communication really means for partners

september 3, 2015

by martin bissett

bonus chart: seven levels of communication management.

by martin bissett
passport to partnership

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?

in arriving at “communication” we come to the most intangible of all the components to obtain a “passport to partnership.”

more on the passport to partnership: how to read your firm’s cultural blueprint | gauge firm culture to move toward partner | what culture really means for partners | firm culture is inevitable; make it work for you | 12 ways to determine your competence | what competence really means for partners | sailing through the seven c’s to partnership | passport to partnership: new research shows wide gap between partners and partners-to-be

in the research, which is ongoing and evolving, communication is the term given in the study to where partners look for senior managers to demonstrate that they can do two things with existing client relationships:

how to read your firm’s cultural blueprint

august 27, 2015

by martin bissett

bonus checklist: five-part analysis to measure partner material.

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: gauge firm culture to move toward partner | what culture really means for partners | firm culture is inevitable; make it work for you | 12 ways to determine your competence | what competence really means for partners | sailing through the seven c’s to partnership | passport to partnership: new research shows wide gap between partners and partners-to-be

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

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

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

gauge firm culture to move toward partner

august 20, 2015

by martin bissett

bonus partnership pointers checklist: 3 questions to evaluate the culture at your own firm.

by martin bissett
passport to partnership

this second c is a stormy and choppy one, often fraught with political icebergs but navigated diplomatically and with maturity, will lead you through.

more on the passport to partnership: what culture really means for partners | firm culture is inevitable; make it work for you | 12 ways to determine your competence | what competence really means for partners | sailing through the seven c’s to partnership | passport to partnership: new research shows wide gap between partners and partners-to-be

case study on culture

deborah had done well. she was bridging the firm’s culture gap and fulfilling its desire to be seen as an equal opportunities employer by becoming the practice’s standout rising star.

firm culture is inevitable; make it work for you

july 30, 2015

by martin bissett

bonus checklist: 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 on the passport to partnership: 12 ways to determine your competence | what competence really means for partners | sailing through the seven c’s to partnership | passport to partnership: new research shows wide gap between partners and partners-to-be

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.

12 ways to determine your competence

july 24, 2015

by martin bissett

bonus: case study and worksheets:
3 questions to gauge your own competence, 4 questions about your personal brand and a 5-point checklist.

by martin bissett
passport to partnership

the passport to partnership study collated a number of responses in a conversational style. two brief but succinct examples that really stood out on the realities of how a firm assesses an individual’s “competence” to lead are showcased below.

learn more

they need to explain technical data to me in a way that i know they understand it.
what kind of lifestyle does this person have outside of work? we’ll be looking at facebook, twitter and google to find out.

more on the passport to partnership: sailing through the seven c’s to partnership | passport to partnership: new research shows wide gap between partners and partners-to-be

what competence really means for partners

july 16, 2015

by martin bissett

bonus: four outlooks from our exclusive expert council: baker, dobek, tierney, mister.

by martin bissett
passport to partnership

the skill in producing financial reports is limited by the quality of the information presented to the cpa by the client. motivation of the client to influence that financial information comes in many forms, some intentional and some unintentional. competence comes first in being able to resist pressure and present a true and accurate position of the client’s organization.

sounds obvious, doesn’t it? but there’s a twist.

more on the passport to partnership: sailing through the seven c’s to partnership | passport to partnership: new research shows wide gap between partners and partners-to-be

competence didn’t actually rank highly in the majority of partner requirements when interviewed in our study at all.

sailing through the seven c’s to partnership

july 2, 2015

by martin bissett

competence comes first. but it’s only a prerequisite.

bonus worksheets: 11 questions to plan your path to partnership

by martin bissett
passport to partnership

staffers aspiring to be partners must learn the key characteristics of successful partners. they also must learn how to develop their own personal plans to achieve partnership. firms and staffers alike need a clear set of procedures, processes and milestones for turning top talent into the next generation of firm leadership.

there are seven critically important criteria by which partners assess partners-to-be. i call them:

the seven c’s read more →

strong learning culture boosts productivity 37%

november 8, 2010

by 卡塔尔世界杯常规比赛时间 research

still, most firms don’t “get” it. via chief learning officers organizations with strong learning culture have 37 percent greater employee productivity, are 32 percent more likely to be first to market and are 17 percent more likely to be market … continued

how to close a sale: the four corners

july 29, 2010

by 卡塔尔世界杯常规比赛时间 research

they don’t teach sales in accounting school. but every practicing accountant should know the four basic closing techniques. you’re probably doing some or all of them already. but it’s handy to keep them in mind, nevertheless. they are the basic … continued