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Why does it have to be this way?
Chief
Literally every “dating” app in los angeles
Ping him directly for more info
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But what if you *are* Partner 1?
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There might be two aspects to this
1. Since you are a relatively new partner - it's probably just a matter of establishing solid relationships within the partner community
2. Have you considered building a bigger team under you with solid SM who can deliver? You help them make partner and they will happily collaborate with you for a long time
Was going to say the same thing. Especially as a new partner you are probably too much in the weeds. I have never had to pull in another partner to do the type of work I can do (obviously have for stuff I couldn’t to myself technically). I have 4 strong senior managers who handle a lot though. And I have a 5th that just made partner this year and took all our mutual clients. So it is hard enough (on metrics, obviously great to see my employees succeed) losing clients that way, I wouldn’t want to give work away.
I’ve seen other partners bill, no joke, 4x as many hours as me and their book is less than half the size. Guess which metric leadership cares about.
Coach
- Grow your team, find SMs or Ds and build their case. Harder if you are in niche area though.
- Are your metrics reflective of those sales that you generate but don’t manage? If not, focus on building team. If they are, give the revenues to those you have mutual meaningful / beneficial relationship with (not randos).
- Are you a direct admit or homegrown talent? Mostly because easier to strengthen relationships with folks you know. I would heavily index on this.
- Get an executive coach they can help navigate heavily matrix orgs (as B4 are)
I am a farmer- get me in the door and I can sell add-on work all day. I routinely work with partners that are hunters. They get me in the door and I run the work & make them more money. Win for both of us.
Do you ever hunt yourself? I know some people that don’t want the headache.
Make sure that's in your partner plan and your PRP and PTL have visibility into what you are doing. Since your behavior is exactly what the firm wants to drive, that's how you get recognized, not through a thanks of a partner whose ego doesn't let them show their gratitude.
I assume you’re in Advisory? Let’s connect because I’ll deliver whatever you’re selling.
Struggling with this myself. From what I’ve seen the firm doesn’t reward partners like us. The only way to move into the top bands requires a leadership position (I.e., political maneuvering) rather than outstanding business performance
PwC 1 — agree this is what Paul is saying so I’m optimistic for the future, but current practice level leadership is still operating in the old model. Take a deeper look at the 2 banded partners — many are practice leaders who don’t drive a big book but rather “manage” a practice
What good is the sale/revenue if you can’t deliver?
I’m at the same firm and a technical SME. I can’t make partner as a SME as my group does not appreciate that. It is all about being able to sell. And for that we continue to lose talent and struggle to deliver. My time is numbered as well. Seems like there could be a better balance.
I wish I worked under you. Sounds like a great opportunity for a SM/Dir to take on responsibility and make partner quickly
It's the other way around at my firm. All of the spoils to the hunter and minimal to the farmer that keeps things moving through delivery and sells add on work. It's almost as if the add on is deemed inferior, even with better margins than the initial kill.
OP - also given the comp is not “eat what you kill”, we all do ultimately benefit from increasing the revenues, not just the partner who personal metrics are also directly benefitted. I agree on the other comment about prp and ptl visibility, so there is a potential path to teaming awards to recognize you specifically in addition to the benefit all partners share in when the firm performs well.
I think this is what they mean by it’s lonely at the top
Dont think this is what op means
Ignore the reaction, make sure you are getting the sales credit - if you sold it, to your relationship partner you should take 90% of it. If you sold it to someone else’s relationship- they deserve a larger slice… stop caring about the reaction of other and make sure your contribution is shown in your numbers. We get beat up all day by clients, bring that thick skin in-house as well.
Man, I would love to find a hunter to pair up with. I can deliver and farm the accounts but not a goos hunter 🤷♂️
I would discuss with your leadership. If they acknowledge your contribution and its value they should be willing to do something to address your need for validation. If not, go to a firm where you get rewarded more for what you sell/deliver. Keep in mind that how people are rewarded is the largest influence on culture. If you want to eat more of what you kill expect to be surrounded by Machiavellian’s who may eat you 🦁
F
F
Just wanted to quickly say I read all the comments and appreciated the perspective. My takeaway is to focus on strengthening my go-to directors/SMs. Where I do give things, make sure the metrics demonstrate my impact.
If any KPMG partner lurkers are on here and similar situation, DM me. I’ll deliver and make you look good, you help me make MD.