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Loyalty absolutely is rewarded. But loyalty starts downward. I am loyal to my teams, I take care of my people, because they are the key to my success. And they in turn are loyal to me because I become the key to theirs. When I have good people working for me, we deliver great work, we keep clients happy, we all make money, and I get to keep doing what I do. My teams get development and promotions and sooner than they think, they get to become partners if that’s what they want. Loyalty to firms is BS. Loyalty to people is the only path to success, and it has to be given downward before it can be asked upward.

likeupliftingfunny

and that's how a consulting clique is formed

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No personal offence, and I’m speaking from experience here, but such twisted thinking can only breed in a non-meritocracy like a B4. Just compare a B4 to a low fat/ meritocratic environment and you’ll realise that people there just don’t have time for such BS. You’re a professional and hired for your skills. You perform a role as an immaculate professional and are rewarded and recognised for your performance. It should be nothing more and nothing less. All the warm and fuzzy aspects are just that - warm and fuzzy - and should not impact how you’re perceived and therefore rewarded/ recognised at your place of work. I understand if it sounds a bit cold, but that’s the reality. All your “relationships” with colleagues should be separate from your relationship to the firm. The latter is as cold as it gets and it’s better one realises that sooner rather than later. In short - perform at your best... build healthy professional relationships with colleagues without expecting a pay back... when it comes to your relationship with the firm, fight for your recognition/ reward or just cut them loose and find somewhere else where they pay you your fair market value and offer a healthy working environment.

likesmart

I 100 percent agree with principal 1. Could not agree more

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If you are a top top performer and can get promoted at a fairly regular clip all the way up to PPMD? Yes. For the other 98% of us? No. Not at all.

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A1 - thats just a lucky few of the top performers I believe. Every practice has 100s of parallel projects and most (if not at all) have at-least 1 or 2 exceptional individuals performers. So we have a pool of top performers and a lot of them dnt get promoted in minimum possible time unfortunately (primarily due to the limited number of promotions a practise can do). I would also argue that the promotion output dsnt define all top performers since ppmd relationships plays a big role in that.

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Among people yes Firm to employees, no You are a number and anyone who was around in 2008 can tell you that your firm will lay you off before partners are going to really reach into their pocket. I completely get it but thats the reality.

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What Big 4 partners didn’t take a pay cut?

Any place with ESOP or RSUs. Otherwise, no.

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Lots of non-Partner 15 year types. Plus MDs are employees too.

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Not at the firms you tagged. They have a business model based on inter-replaceable parts.

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I’ve seen loyalty rewarded with fast promotions. That’s the only way that becomes meaningful IMO. Saw it at Accenture, did not see it at PWC. They seem to have slowed down tenure to partner across the board.

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Loyalty to firm-> No Loyalty to people - > Yes

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GD1 - what you’re highlighting is a clear disconnect between ... individual’s performance impact — the role’s perceived value — performance reward/ recognition. Often in bureaucratic set ups this link is either broken or tenuous. As a result, high performers leave.

likesmart

Work is a business, a simple interchange of labour and Money, if you don’t feel the balance is right, move on, no feelings

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Loyalty

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Actually laughed out loud reading that if you perform well you get rewarded. Big 4 rewards are POLITICS ONLY. Such a joke 😂

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For me this issue isn’t that people reward people they like. We are humans and we all have our ‘tribes’. My issue is that even if you’re a top performer, if you’re on a weaker admin team, then promo’s are very slow...if at all. I remember a person on my team had completely changed an organization from a very waterfall focused org to an agile one. She was involved in a re-org, seeking up new channels for communication and reporting, completely changing the culture of the org. And it took her 4-5 yrs to move to the next level. Where’s other admin teams in our practice had people getting moved up in a year and a half, where they had roles that had very little impact to the organization they were supporting. But these people admin team was very, very strong in the firm.

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I think there’s a difference between trust and loyalty. I will develop trust with everyone. I have no reason to remain loyal to anyone besides my SO and family. What is it even for? Why does anyone else need loyalty?

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Loyalty to people matters A LOT! That is the only way you will get promoted to an MDP. I have seen a few absolute rock stars, but who lacked “godfathers” not being promoted to MDPs. You have to be good, but, Loyalty matters 100 %

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I think OP Is confused and doesn’t know what question he wants to ask

Loyalty to what or who?

Nobody believe loyalty is required to make partner? Perhaps in the form of tenure at a single firm?

Nope

Why are you trying to be loyal to a company?? Lmao.

The switching every two or three years thing only helps to manager. Beyond that the network becomes critical. Maybe most important, especially if you’re Big 4. And maybe this is the answer to your question. We’re not gonna promote a Newguy/gal over someone we all know, have worked with, in some cases mentored, etc. The higher up you go, the more it’s about how many people raise their hands for you, giving a strong home grown colleague a leg up on the competition. That’s a benefit. If you replace “reward” with “benefit” then that is it.

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likehelpfulfunny

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likefunny

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Excuses to use during an interview?

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likehelpfulfunny

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