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HI.. I am Naga Srinu ..I have experience of 11 yrs in Accounting & Finance..Still my CTC is 6.70 lacs as Sr.Execuitve (Branch Reviewer)
My query ..I want to Increase my salary package and shift to software MNC companies. What are the channels to get into big 4.
I am feed up with salary increments frm past 11yrs.
Kindly any one advice n share ur experience.so i can get awareness.
Note: Software i worked on GAC Dolphin ,SAP ,Oracle ERP, Tally ERP.
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I mean, don’t throw the Senior Partner under the bus to the client. Being obliged to raise a flag on something doesn’t excuse you from tactlessness. But if you have concerns, especially around values, you are expected to flag it. Tactically how you do that depends very much on the situation, but there are many resources available to you. Does that help answer your question?
I think it comes up in two ways:
1) it’s built a culture where partners expect to be questioned by people more junior than them.
2) if things ever get really bad, you can explicitly invoke the obligation to dissent as a strong sign that things are going wrong. And people will listen
The problem arises when they are not questioned by the more junior people and they feel they can do whatever they want. Keeping the obligation to dissent culture starts from within each one of us.
Huge part of our culture. Total expectation that if you disagree, you will say so, and why (argument/data), and that you will be listened to. Few if any partners would steamroller you. Most of what we do includes first-principles problem-solving by the team (vs following a playbook or doing as a partner tells you to do) - so getting to the right / best answer is critical.
I agree, I’ve raised issues to Senior Partners and as long as they’re backed up by Firm policy and/or data, they will take you seriously. Anticipate the inevitable questions, but if you’re convinced it goes against our policies, values, or guidelines, definitely raise your concern
@M1 yes. I think it is very powerful mindset to have but was curious how consistently it is being followed in the firm. I completely understand the tactical appropriateness. How does this principle impact your culture?
Thank you @M1. As i said, i really find it very powerful but had some doubts about how it is being used. Appreciate your clarification