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Has anyone done the Blackstone pymetrics?
I got a call from TCS and suddenly on the same day, they conducted interview. Meeting link has been shared in the WhatsApp from the same person but not in the email. Is it normal? I am worrying that why they didn't send the meeting link over official tcs mail?Tata Consultancy Accenture Infosys IBM Cognizant @
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We spend most of our time on outliers (1/2, 4) and promotions. Director promotes get 5-15 minutes of discussion each in the room but there’s usually been pre calls too so in the end it’s probably closer to 30 minutes of total discussion
For promotion to director, two things are compelling to me: are you creating capacity for the partnership and are you 3-5 years from being a partner. If the answer to either isn’t affirmative, then I’m not typically supportive of a director promote. By creating capacity for the partnership I mean are you actively building a book of business (selling), are you building the practice (developing people), and are you able to deliver on an increasingly independent basis
So, easy first...
There’s really no negotiating of bonus or comp. Tier dictates bonus % / $ and cohort grid dictates comp.
For everything, there’s always some advocacy in the room but what I’ve generally found is that partners that advocate too much, that only have “good” people, that think their folks are super but poke at other partners people lose credibility and respect in the room very, very quickly and the rest of the committee begins to ignore or at least discount their perspectives.
It’s not generally a melee or a war zone although personal conflicts do sometimes come into the discussion. But, it’s more or less an escalation of what’s normally going on: if there’s partners that don’t get on so well, they get on worse in CRT
One partner told me it was like a war zone.
My general experience is that what people put in as “differentiators” are more often than not “you did your job” comments! Also, they also lack the “so what?” aspect of it.
“Bobby did a great job of building status reports and delivering them to the client” isn’t a differentiator if you’re an associate or senior (if you’re above a senior, it’s probably a development point...). Now, it’s possible that this COULD be a differentiator IF the impact of it were included. But, usually it’s not included.
I spent more time preparing for CRT calling people to ask what “Bobby” really did and what the impact was. So, this is a long winded way of saying that a lot of what’s in the snapshots isn’t super helpful data
In addition to P1s comments, I’d add that the partner group has already spent time reviewing potential promotions and ratings prior to CRT.
For promo, especially to Director, we’ve had two or three check ins as a partner team on readiness and business capacity. Those start in December.
For ratings, we’ve had prelim discussions with HR so we have a sense of how folks are stacking up prior to the actual CRT session.
#G
Thanks Bobby! ;)
That's helpful. So is it just a minute or two talking about each person? Is any content more important when it comes to promo vs just performance? My RP thinks I'm ready for Director but other partners in the CRT don't know me yet since I'm somewhat new to the firm. Anything I can do to strengthen my profile with the other partners?
Thanks, interesting perspective on a manager perceived to be 3-5 years out from partner before promote to director. From the manager perspective we're a bit more short sighted...
P1 - thanks a ton for your perspective, this is quite helpful.
In your opinion, does data in Snapshots matter or is it largely discounted? Last year I had peers with across the board fantastic data in their Snapshots - including differentiators - who came out as Tier 3 in the CRT. It leads to the popular conception that objective data matters far less than advocacy inside the room.
Is it bad if someone lacks differentiators even though they are at or above level in the snapshot?