{"id":133767,"date":"2024-10-22t11:56:19","date_gmt":"2024-10-22t15:56:19","guid":{"rendered":"\/\/www.g005e.com\/?p=133767"},"modified":"2024-10-29t19:22:36","modified_gmt":"2024-10-29t23:22:36","slug":"competence-is-just-the-beginning","status":"publish","type":"post","link":"\/\/www.g005e.com\/2024\/10\/22\/competence-is-just-the-beginning\/","title":{"rendered":"competence is just the beginning"},"content":{"rendered":"

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

where are you headed? answer these questions about your ambitions and finances.<\/strong><\/p>\n

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

staffers aspiring to be partners must learn\u00a0the 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.<\/p>\n

more: <\/b>what rich accountants do<\/a> | attract clients, don\u2019t sell to them<\/a> | think of it as service, not selling<\/a> | eight questions that target personal accountability<\/a> | are you projecting confidence?<\/a> | does client perception match your firm\u2019s reality?<\/a> | firm not thriving? five fixes<\/a> | five questions for grading prospects<\/a> | health, wealth, stealth: challenges on the path to partnership<\/a> | don\u2019t let recurring fees kill your practice<\/a> | rate your personal purpose<\/a> | five ways to make selling easier<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/h4>\n

 <\/p>\n

there are seven critically important\u00a0criteria by which partners assess partners-to-be. i call them:<\/p>\n

the seven c\u2019s<\/strong><\/p>\n

1. the first is competence.\u00a0<\/strong>as a prerequisite, but only a prerequisite, accountants must master their technical abilities and qualifications, whether it be audit, tax or management accounting. whatever your area of specialty, as a staffer the partners expect you to be able to know at least as much as anyone else who may report to you.
\n
\n2. the second is culture.<\/strong> this is your ability to understand why the practice does things the way it does, and the behaviors it expects of its people. it also reflects your ability to be an ambassador for the firm in public.<\/p>\n

3. communication.<\/strong> this includes your internal managerial abilities, external client, \u201cinfluencer\u201d relationship-building skills, and the discernment to be non-partisan in politically sensitive situations. it\u2019s about demonstrating self-assurance without ego.<\/p>\n

4. conversion.<\/strong> this is a major requirement of the 21st-century accountant: the ability to source, develop, close and grow a new or existing client relationship. this quality is developed incrementally over time.<\/p>\n

5. challenges.<\/strong> this boils down to loyalty, how and when it\u2019s shown and what happens to a person\u2019s career prospects in the firm when it isn\u2019t demonstrated at a key time.<\/p>\n

6. commitment.<\/strong> what happens when a colleague has made a huge mistake, and the client is about to find out? worse still, what happens when that colleague is a partner? what happens when a client needs you now? how you react to challenges says a lot about your maturity and how you would handle firmwide issues as a partner, given the chances.<\/p>\n

7. commercial awareness.<\/strong> this is the second great attribute of the 21st-century accountant. being a competent technician is one thing, but partners are people who run large organizations that just so happen to deliver accounting services. they must deal with issues well beyond accountancy:<\/p>\n