{"id":88322,"date":"2021-09-08t12:00:59","date_gmt":"2021-09-08t16:00:59","guid":{"rendered":"\/\/www.g005e.com\/?p=88322"},"modified":"2021-11-29t23:27:40","modified_gmt":"2021-11-30t04:27:40","slug":"expert-council-defines-partner-competence","status":"publish","type":"post","link":"\/\/www.g005e.com\/2021\/09\/08\/expert-council-defines-partner-competence\/","title":{"rendered":"making partner when competence isn’t enough"},"content":{"rendered":"
<\/header>\n
\n

\"\/\/www.g005e.com\/2016\/06\/11\/adopt-a-marketing-mindset\/\"<\/a>four experts on what it really means.<\/strong><\/p>\n

by martin bissett<\/i>
\n
passport 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>sailing the seven c\u2019s to partner<\/a> | checklist: 10 keys to landing your next client<\/a> | focus on your client\u2019s concerns, not yours<\/a> | 8 questions for business success<\/a> | don\u2019t wait for business to come to you<\/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><\/p><\/blockquote>\n

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

competence didn\u2019t actually rank highly in the majority of partner requirements when interviewed in our\u00a0study at all.
\n
\nthe 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 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<\/em> prepare us for leadership.<\/p>\n

the partners who\u00a0we 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<\/strong> 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

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

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

\u201cwell, first of all, i ask them what would it mean to them to be partner? when they are partner, how will it change their overall professional experience? once we have established why they want to be partner, we now have identified the\u00a0motivators around this goal that we can work toward\u2026.we can see it, feel it and understand why it\u2019s worth our working toward that goal with small steps.\u201d\u00a0\u2013\u00a0lisa tierney,\u00a0<\/em>tierney consulting<\/em><\/p>\n

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

\u201ci would counsel them to take the bull by the horns and work on self-development. making partner is about becoming an asset to the organization. that doesn\u2019t happen by just developing technical skills and it doesn\u2019t happen from 9 to 5 m-f. young professionals wanting to make partner need to be able to lead, manage and develop business and show the firm they are invested in. most of today\u2019s partners didn\u2019t grow up with a guidebook to making partners, which is partially what is so difficult about the current transition cpa firms are facing. stop waiting for them to hand you something and take the initiative to develop the skills that will position you for the role.\u201d \u2013 sarah johnson dobek,\u00a0<\/em>inovautus consulting\u00a0<\/strong><\/em><\/p>\n

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

\u201cunless they want to be a partner to strive to achieve change in the firms they work for, it\u2019s easier to do things differently in your own sphere. i\u2019d advise them to document evidence of why things should be done differently because even the most obvious conclusions have to be evidence-based in the accounting profession. otherwise don\u2019t be a partner, find your own vision and create your own firm.\u201d \u2013\u00a0ron baker, cpa,\u00a0<\/em>verasage institute<\/em><\/p>\n

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

\u201cthe professional services marketplace is going through a period of unprecedented change with pressure from just about every stakeholder \u2013 some well-established \u2013 such as regulators, clients, professional bodies and others that are starting to show some of their power, which is manifested in the way social media is exposing firms, leaders and staff to public scrutiny. in the midst of this, the idea of \u201cpartnership\u201d seems to be gaining a resurgence.<\/p>\n

\u201cso for partners in the 21st century, it is a tough combination. being technically more than just proficient will get you started, you will need good relationship skills \u2013 but built on something in addition to your technical skillset \u2013 so an understanding of strategy, business, politics, commerce will be essential. and then add to that a set of leadership skills that enable one to lead diverse, virtual, fragmented groups and bring them together quickly and effectively to solve clients\u2019 problems. all of this in an unforgiving, global environment that demands flexibility and consistency \u2013 which are not mutually exclusive. it is a tall order.\u201d \u2013 mike mister,\u00a0global director of executive development,\u00a0<\/em>ernst & young global<\/em><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

four experts on what it really means.<\/strong>
\nby martin bissett<\/i>
\n
passport to partnership<\/i><\/a><\/p>\n","protected":false},"author":1343,"featured_media":42233,"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":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[1363,3120,3002,2266],"tags":[],"class_list":["post-88322","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-featured","category-pro-member-exclusive","category-special","category-partner"],"acf":[],"yoast_head":"\nmaking partner when competence isn't enough - 卡塔尔世界杯常规比赛时间<\/title>\n<meta name=\"description\" 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