{"id":119739,"date":"2023-11-28t11:55:59","date_gmt":"2023-11-28t16:55:59","guid":{"rendered":"\/\/www.g005e.com\/?p=119739"},"modified":"2024-08-27t17:00:31","modified_gmt":"2024-08-27t21:00:31","slug":"thirteen-ways-to-show-commitment","status":"publish","type":"post","link":"\/\/www.g005e.com\/2023\/11\/28\/thirteen-ways-to-show-commitment\/","title":{"rendered":"thirteen ways to show commitment"},"content":{"rendered":"

\"high<\/strong><\/p>\n

let the partners see that you mean business.<\/strong><\/p>\n

by martin bissett<\/i>
\npassport to partnership<\/i><\/a><\/p>\n

rising from senior manager to partner often means being promoted ahead of our peers and contemporaries. it creates a gap in earnings, stature and influence compared to those who were our colleagues on a level playing field just yesterday.<\/p>\n

more: <\/b>five ways to make selling easier<\/a> | three questions about conversion<\/a> | six keys to turning prospects into clients<\/a> | don\u2019t overlook internal communication<\/a> | four reasons people struggle with communication<\/a> | why firm culture matters for partners<\/a> | competence is step one of seven<\/a> | three things that rich accountants do<\/a> | four reasons it\u2019s hard to sell<\/a> | eight questions to hold yourself accountable<\/a> | win your first client: yourself<\/a> | perception is reality, client version<\/a>
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it can also mean that if we are coming into a firm from the outside, we are being promoted over people who have served at that firm for many years and understand the firm\u2019s culture much better than we do now. we may have to lead these people as the head of a department and if so, they\u2019d better be on our side.<\/p>\n

this is where the principle of commitment is applied.
\n
\nthe partners interviewed in this study commented that they were looking for \u201csomeone with no sense of ego or self-importance, someone who could relate equally as effectively with a client, a partner or an administrative assistant.\u201d<\/p>\n

they wanted someone to whom other employees could look with respect as an expert, a role model and someone with a proven track record that justified their appointment.<\/p>\n

commitment does not relate to their relationship with existing or new clients but, specifically, how they conduct themselves behind closed doors at their firm \u2013 both now as a senior manager and then as a new partner. the partners applaud an increase in maturity; an increase in arrogance is not.<\/p>\n

one partner i interviewed summarized by saying, \u201cwhen you are promoted to partner, you think you\u2019ve reached the pinnacle. the truth is that you\u2019re actually only on the lower slopes and the hard work and steepest learning curve are still ahead of you.\u201d<\/p><\/blockquote>\n

climbing that new slope takes commitment.<\/p>\n

how commitment trumps professionalism
\n<\/strong>this \u201clearning curve\u201d that you\u2019ll have to go through on an extended basis in your first years as a partner ensures one thing \u2013 you\u2019re going to make mistakes. many of these mistakes will be in demonstrating a lack of professionalism as you come to terms with the level of conduct required at the partner level.<\/p>\n

as long as they are neither prolonged nor oft-repeated, these slip-ups will be forgiven quickly by the partners if you demonstrate a commitment to the firm and consistently improve. (they made these same errors once too!)<\/p>\n

here are 13 decisions you can make at any time that ensure you commit to committing:<\/p>\n

1. who cares, wins!
\n<\/strong>if nothing else, demonstrate that the sweat and sacrifice the firm\u2019s ownership has put into getting it where it is today is not lost on you. become a historian about your firm\u2019s journey and, whether dealing with the partners, your team, your clients or your prospective clients, be authentic\u2013because who cares, wins.<\/p>\n

2. agree to learn and be coached.
\n<\/strong>you may have an incredible skill set, experience and exam scores that are one of a kind, but you don\u2019t have perfection as a professional, so you need to make perpetual improvement, like we all do. there will be those within your firm who can offer insight and expertise that you don\u2019t have. since success is a journey rather than a destination, we can demonstrate that teachable attitude by learning from anyone who has value to add to our knowledge and an experience base of life in a professional service firm.<\/p>\n

3. agree to teamwork.
\n<\/strong>one sobering fact about leadership is that leaders are rarely responsible for the successes of their firm but always accountable for its failures. your team can offer tremendous value. benefit from that and repay your team by providing credit where it\u2019s due.<\/p>\n

4. agree to two-way investment.
\n<\/strong>you want the firm to develop you. you want them to pay you. you want them to offer you profit shares, bonuses, incentives, new opportunities and so on.<\/p>\n

why should they?<\/p>\n

it\u2019s unlikely that you represent their only option to progress their firm. they are taking a calculated risk with you. receiving all of the perks of partnership in exchange for doing a good job just isn\u2019t good enough.<\/p>\n

the partners want to know<\/p>\n