Interested in your thoughts. Allocate 100 points to the following success factors for a consulting partnership: 1) partner evaluation model; 2) clear client brand; 3) investment in IP (contd)

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1) client brand proven by repeat client business 20 pts
2) ability to develop new client accounts 20 pts
3) ability to cultivate the next generation of partners and senior staff 20 pts
4) ability to create business for other service lines 20 pts
5) Thought leadership ability 20 pts
6) (replacement for one item from above list) excellence in leading the internal operations. 20 pts


1) 100 pts. (All points to partner evaluation model)

Get that right and the others (brand, IP, topics, recruiting) will play out as appropriate in support of the right behaviors and incentives


Curious if all the comments on partner evaluation model, coming at this time of year, means you’re dissatisfied with the one you have? Or just super appreciative of having such a great one? What irks (or delights) you about the evaluation model at your firms?


We talk about “team metrics” and how important collaboration is but “personal revenue and utilization “ are the gating measures at review time. Massive disconnect to behavior asked for and behavior observed


And not to mention politics. If your connected to right people, everything else goes out the window


4) size and breadth of topics covered by your partners; 5) recruiting success. Not MECE, so write in anything you wish.

My personal answer is like 50 points to partner evaluation model, 20 points to client brand, 20 points to size/breadth of partnership, 10 points to recruiting (but only because I think recruiting success is derivative of overall success)

1) 40 —> hunting in packs instead of you eat what you kill
2) 30
3) 20
4) 10
5) 0

You know, I agree with you 1000% on your hunting in packs comment but having sat on both sides is the evaluation table, we still rate/rank partners against one another. To me, until we find a way to lose this dynamic, we will not get there on the one team mentality .


The ZS model isn’t terribly transparent, as a very small (essentially 2 people) comp committee decides share adjustments and and changes to base comp (a small proportion of total comp). But in general, the philosophy is to balance hard metrics with less quantitative factors (innovation, contribution to the firm) which I appreciate

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