Or your firm? Or the team members with you here today at the presentation? Because you all have these great credentials, client logos. Real references! But, in the end, it’s NOT really ABOUT YOU, right? Or is it?
Your practice group members hate your regular practice calls. Yes, that’s how it is. Team members hate your calls. You hate them too. But you do nothing. And it costs you credibility–with your team, your partners, and the people who decide on your career.
Clients will forget you. The moment you leave, there’s a vacuum. And another partner or firm will rush in. And if you let that happen, you may not make a comeback. Staying in touch is hard. I struggled myself. Somehow, other partners seemed to have a magic bullet, though. So, did they, really? Well, …
Your practice group’s been enjoying modest growth. The good news is, you are on-par with the others around you at your firm. Big sigh of relief! The bad news is, it’s not providing you and your team with any angle to shine – externally and internally. You may find yourself losing talent because it’s all so, so, so (shall I say it?) unexciting, bland. And your competition has started to waltz all over you.
Client work can be very stressful. With tight budgets, overworked team members, some scope creep, etc., circumstances can be awful. It makes it hard not to lose sight of what’s essential – FOR YOUR CLIENT! We all juggle opportunities and responsibilities. And there are firms and partners out there which frequently have a leg up. Despite sophisticated procurement processes, committee decisions – you name them. But how can that be, one keeps pondering if not wondering? It’s not fair, is it?
New to a role, one of the biggest challenges is not to continue doing what you’ve always been doing. And for a partner, it’s no different. Make no mistake. “What’s got you here won’t get you there!” Here are the 3 steps you should take to ensure that you deliver the goods your firm expects from you.
At times, we find ourselves in situations we don’t particularly like. Specifically, when the firm’s decisions go against what we think is right. But the discussion within your practice group has gone on forever. In the end, you’ve nodded, worn out, not convinced. You know communicating it internally will cause friction (and some team members have been on the fence for a while). You’re apprehensive. In no uncertain terms, your leader has made clear the role the partners should be playing. And now it’s up to you. How do you deal with it?
Earlier in my career, I thought being a management consultant was about being smart (and right!). But somehow, clients didn’t appreciate me as much as I thought they would. How could that be? One day, thankfully, an older partner took me to the side. And he explained … And that’s when I started to figure it out.
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