{"id":83544,"date":"2021-05-13t12:30:53","date_gmt":"2021-05-13t16:30:53","guid":{"rendered":"\/\/www.g005e.com\/?p=83544"},"modified":"2022-12-22t00:43:18","modified_gmt":"2022-12-22t05:43:18","slug":"industry-experts-speak-on-partner-competence","status":"publish","type":"post","link":"\/\/www.g005e.com\/2021\/05\/13\/industry-experts-speak-on-partner-competence\/","title":{"rendered":"what partners don’t tell you"},"content":{"rendered":"
\"\/\/www.g005e.com\/2021\/04\/29\/industry-experts-speak-on-partner-competence\/\"<\/a>
dobek, tierney, baker<\/figcaption><\/figure>\n

four outlooks from our exclusive expert council.<\/strong><\/p>\n

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

the skill in producing financial reports is limited by the quality of the information presented to the cpa by the client. the 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\u2019s organization.<\/p>\n

<\/figcaption><\/figure>\n

more: <\/b>don\u2019t wait for business to come to you<\/a> | your first sale is to yourself<\/a>
\n\"goprocpa.com\"<\/a>exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n

sounds obvious, doesn\u2019t it? but there\u2019s a twist.<\/p>\n

competence doesn\u2019t actually rank highly among the requirements for partners in our study at all.
\n<\/p>\n

the general view expressed is that technical ability could be \u201cbought\u201d much easier than some of the other skill sets\u00a0that they looked for in a potential partner. many assumed technical competence would be present for someone to be even considered for partnership.<\/p>\n

however, where there was a high value placed on technical skills was where the prospective partner brought something to the table that the firm didn\u2019t already have at the partner level. while this changed from firm to firm, the most common specialties the partners desired were forensic accounting abilities and various tax expertise such as international tax and industry-specific knowledge.<\/p>\n

where a senior manager could demonstrate an expert level of knowledge in these fields, the partners \u201cticked the first box\u201d in that manager\u2019s application for a \u201cpassport\u201d to the partnership.<\/p>\n

as the study has progressed, we\u2019ve seen that \u201ccompetence\u201d has grown from a mere required \u201cgiven\u201d that a potential partner would have her or his qualifications and have been practicing to a certain degree of experience, through to requiring a more broad and mature leadership competence \u2013 the competence to be a partner or in other words, to possess as many if not all seven c\u2019s before becoming appointed.<\/p>\n

the thing is, we\u2019re millennials for the most part. we grew up in the late \u201980s and through the \u201990s in times of unparalleled economic prosperity. many of us had parents who could afford to give us every opportunity to develop as they had done well for themselves. we experienced a technological acceleration that changed communications and opportunity creation forever. we saw no debilitating worldwide conflicts, rationing, the requirement for huge self-sacrifice, and we had constant and repeated positive feedback to live off.<\/p>\n

that does not prepare us for leadership.<\/p>\n

the partners who we aspire to join, take over from, buy out, or be granted equity from had to deal with all of this. they were the baby boomers, the post-war recovery era where \u201csweat equity\u201d was the minimum amount of investment required just to keep a career on track. they were, according to the passport to partnership survey, rarely if ever in receipt of praise, clear instruction, mapped-out career paths or any other \u201cluxury\u201d that we have the tendency of thinking is our right to receive now.<\/p>\n

therefore \u201ccompetence\u201d needs to be rethought, especially as we will shape our next \u201cc\u201d\u00a0\u2013 culture\u00a0\u2013 for a generation even less acquainted with these conditions and requirements than we are.<\/p>\n

the business landscape, insofar as what traits and behaviors, outlooks, and attitudes constitute success, hasn\u2019t changed. so the challenge here then is for us to understand and feel and think like the present leaders of our firm do, but with a modern twist.<\/p>\n

how do we do that?<\/p>\n

 <\/p>\n

the expert council<\/strong><\/p>\n

here\u2019s what a number of experts exclusively interviewed for this project had to say.<\/p>\n

many young professionals complain of not really understanding what they need to do to make it to partner. what would be your counsel to them?<\/em><\/p>\n

 <\/p>\n

\"tierney\"<\/a>
tierney<\/figcaption><\/figure>\n