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three questions about your competence.<\/strong><\/p>\n by martin bissett<\/i> the passport to partnership study collated a number of responses in a conversational style.<\/p>\n <\/p>\n but two brief but succinct examples on the realities of how a firm assesses an individual\u2019s \u201ccompetence\u201d for leadership are showcased really stood out:<\/p>\n partnership pointers<\/strong><\/p>\n ask yourself and answer these questions when considering your competence as a leader.<\/p>\n a case study<\/strong><\/p>\n michael was the \u201cheir apparent\u201d in his four-partner firm. he had worked his way up from being a junior on less than $16,000 a year through to being on the verge of partnership.<\/p>\n while michael was thought of as being diligent, mature and certainly leadership material, the promise of seniority had also brought a small but growing complacency in his attitude toward clients.<\/p>\n a lazy misjudgment of the urgency of an issue had led to a client losing out on the purchase of a major office development, a client to whom the firm billed over $100,000 a year, and which resulted in a complaint about michael to the managing partner.<\/p>\n michael found himself in the managing partner\u2019s office and this time, not for after-work drinks or friendly chitchat.<\/p>\n rather, michael was chastised for his laissez-faire attitude. the managing partner told him:<\/p>\n y<\/em>o<\/em>u<\/em> ha<\/em>v<\/em>e<\/em> e<\/em>x<\/em>hibi<\/em>t<\/em>ed<\/em> a tendency to try and use routine answers for situations you have found yourself in. although your experience and therefore \u201cstock\u201d grows over time, you have neither in sufficient quantity to afford yourself the luxury of using them with clients of this firm, especially not ones who it would take us years to replace were we ever to lose them.<\/em><\/p>\n y<\/em>o<\/em>u<\/em> ha<\/em>v<\/em>e<\/em> a need to increase your competence in a leadership role by listening to the client, even if you think you\u2019ve understood their position, and think things through carefully, taking advice from the partners if necessary before responding to the client.<\/em><\/p>\n ther<\/em>e<\/em> is<\/em> n<\/em>o<\/em>t<\/em>h<\/em>ing<\/em> wr<\/em>o<\/em>ng<\/em> w<\/em>i<\/em>t<\/em>h<\/em> ad<\/em>v<\/em>i<\/em>s<\/em>i<\/em>ng<\/em> t<\/em>he<\/em> cli<\/em>e<\/em>nt<\/em> t<\/em>ha<\/em>t<\/em> y<\/em>o<\/em>u<\/em> do<\/em>n<\/em>\u2019<\/em>t<\/em> i<\/em>mmed<\/em>i<\/em>a<\/em>t<\/em>e<\/em>ly<\/em> ha<\/em>v<\/em>e<\/em> a<\/em>n<\/em> a<\/em>nsw<\/em>e<\/em>r<\/em> f<\/em>o<\/em>r<\/em> t<\/em>hem<\/em> b<\/em>ut<\/em> will investigate and return and report within an agreed timescale.<\/em><\/p>\n this will increase rather than decrease the client\u2019s respect for you and help you to understand that we never stop learning in this firm.<\/em><\/p>\n y<\/em>o<\/em>u<\/em>\u2019<\/em>v<\/em>e<\/em> c<\/em>ome<\/em> a long way, michael, and we have high hopes for you; don\u2019t take your foot off the pedal now<\/em>.<\/p>\n perfecting the personal brand<\/strong><\/p>\n what started off in the study as merely a technical \u201cante\u201d to get in the game for anyone wishing to be considered as a future partner of their firm has expanded in both definition and scope.<\/p>\n competence then is the overall outlook of an individual\u2019s skill set, behaviors, attitudes and track record during their time with the firm and how that measures up to who the partners want to pass the torch to, when the time comes.<\/p>\n do you fit the bill?<\/p>\n","protected":false},"excerpt":{"rendered":" three questions about your competence.<\/strong>
\npassport to partnership<\/i><\/a><\/p>\nmore: <\/b>competence is just the beginning<\/a> | what rich accountants do<\/a> | attract clients, don\u2019t sell to them<\/a> | how to attract clients<\/a> | four reasons accountants struggle with selling<\/a> | think of it as service, not selling<\/a> | eight questions for personal preparation<\/a> | perception, even your own, is reality<\/a> | eight questions that target personal accountability<\/a> | how to prepare for partnership<\/a> | stop waiting for business to come to you<\/a> | are you projecting confidence?<\/a> | five questions to help forecast your firm growth<\/a> | four key questions about leadership<\/a>
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exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/h4>\n\n
\nso, if you are going to be considered for leadership and\/or partnership in this firm in the future, where do you need to improve your competence?<\/p>\n\n
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<\/a>
\nby martin bissett<\/i>
\npassport to partnership<\/i><\/a><\/p>\n","protected":false},"author":1343,"featured_media":134332,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"134666,130091,131789,130109,127491,126836","_relevanssi_noindex_reason":"","footnotes":""},"categories":[3120,3002,2301],"tags":[],"class_list":["post-134329","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-pro-member-exclusive","category-special","category-talent"],"acf":[],"yoast_head":"\n