Partners, Why does the firm constantly invest in people deemed high performers (1 or 2 rated) but never provide opportunities for those at the3 level to get them up. People aren’t rated the same

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It sounds like you don’t have your relationships prioritized correctly. Leverage the peer 1s & 2s to find out for you who is blocking you, or find a stronger mentor who is seen as a leader in the pool that is passing you over. Someone has been told something about your past performance that was probably misinterpreted but is sticking.

Being a 1 in the eyes of your client and peers is great, but you need to prioritize the evaluators now to get over this hump.

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Firms invest in their best people...that shouldn’t be surprising. The return on improving average performers is speculative, so harder to justify

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I’d say mistakes happen one year maybe (maybe) two. Consistently ranked 3 is probably a sign you aren’t actually a top performer 🙃 id say if you really are a top performer you need to learn the game

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People are busy. You’ll get attention from an immediate team that has a vested interest but our profession is pretty focused on the short term. And especially in up or out you need to quickly identify who to move up and who to rationalize. The problem is that it ends up being biased, subjective and brutal

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Agree with m1. All is not equal. Top performers have more impact and do more with less. They are reliable and know how to get it done. They should be pampered and get the best opportunities because what other way can you keep them? 3s are some a dozen but when you find someone who “gets it”....it’s a game changer

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You might need a new counselor as well. If your counselor is not well known or respected, you will continue to move to 3 when you are on the 2/3 bubble

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Two thoughts as mentioned in the thread. 1) get a highly rated counselor. They have more clout and pull in the year end meeting. And let them know your expectations. They will fight for you if they agree with you. 2) you are expected to deliver great work... That’s not a differentiator. What else are you doing for your client, the firm and yourself that sets you apart from the pack? If you don’t have 2 bullets to support each of those then you really are just meeting expectations.

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A valid question

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Can you give an example of an opportunity given to a 1 or 2 performer that was excluded from a 3 level?

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There is a financial consequence between 2 and 3 , not sure how wide it is but that itself should be enough. I think 3s should be given similar opportunities at lower levels - as there may be late bloomers in the pack.

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I’ve had a few 3s that have become 1s. It took a lot of time and investment. I’d prefer to focus on 1s and 2s cause it’s easier. However in these cases, I needed these individuals to step their game up so I wasn’t killing myself redoing work. Honestly, I can’t say I even considered these individuals high potential. However, some ppl are unlucky and don’t get the development they need up front through no fault of their own

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@IBM1 and M1: thanks and will utilize your advice.

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Perhaps your inability to articulate your actual concerns is why you are not a 1/2. In order to be investable and move up, you need to have a level of self-awareness, open to feedback for improvement, and the ability to self-resolve issue. Otherwise you become an angry performer and toxic. Why would the company invest in this?

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What kind of a question is this

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Some of the top performers aren’t necessarily that and the so-called average aren’t that either as rating itself is biased. A shitty counselor or PM is the difference between a 3 and 2. I would think it’s worth identifying the those anomalies in the 3 and pushing them up vs not doing anything and letting them leave

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There are a number: from targeted programs or cohorts to leadership summits and more, and scattered across levels. From SC cohorts to TNU, to leadership summits at DU etc

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Agree with ibm1. Learn what is preventing it. Valid or not - their may be a reason. Either that or your perception is not tuned to reality

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I am curious to know if at some point, the firm will consider programs or sessions to push those who can seem to get out of the bubble out to the right side of it. I am sure there are other folks with the same frustrations

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A1 is also on target. Do you know how to articulate your impact versus what activities you performed

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Thanks A1 and D3: fair feedback. I am more than open to feedback for improvement and consistently seek it; taking approaches to self resolve. I am going to share my impact statement with some people and get some feedback. Maybe I am not articulating it well to my counselor or it could also be my counselor is not selling me well. No matter the case, I receive the feedback and viewpoint

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