Overlooked for Partnership? The key factors that many Directors don’t see coming.. (Leadership insights: week 3)

To every Director who’s heard “you’re almost ready” or “you’re on for Partnership next year” one too many times, I completely empathise. It’s almost impossible to mentally reset when you’re told that you’re firmly on the Partner pathway and doing everything right and then politics or general goalpost moving come into play. It’s quite extraordinary how often I hear this.

The path to Partnership isn't just about technical excellence anymore and I see many Directors who are unknowingly off-track for quite some time before they realise it. It’s important for me to share that the Partnership track starts the day you become a Director. Those first 18-24 months are critical in positioning yourself as a future Partner within your firm.

If we were to be brutally honest about the challenges, I tend to ask a few questions that help us both to collectively see where the gap(s) might be:-

• Are you genuinely seen as a future Partner, or just a highly capable Director? If you take a look beyond your client feedback - are you being invited to strategic planning sessions, are you involved in firm-wide initiatives and are you building your own independent book of business? Has your business case been formally supported and signed off? In summary, is the runway clear or unclear?
• Have you mapped out your Partnership timeline realistically, which includes potential life events that might impact your journey?

Recently, I spoke with a Tax Transformation Director who'd spent 15 years building deep technical expertise, only to discover they weren't considered "Partnership material." They'd focused on being the best technical advisor they could be whilst not being mentored (nor did they seek mentorship) on the crucial political and commercial aspects.

This brings me to an important and specific point around the realities many face in their Partnership pursuit. I’m frustrated by the number of conversations I’m having where Directors are delaying starting a family or extending their family for fearing (or categorically knowing) that it will derail their Partnership prospects. Of course, some firms are evolving and they will secure the best talent because of it. For those clients offering genuine Partnership pathways that accommodate parental leave - particularly post-event, you will stand out above the rest. Your leadership demographic will be all the better for it and sends a very clear message that there’s substance and authenticity in how you want to be as a firm.

The market is shifting. I'm also seeing forward-thinking firms starting to create alternative Partnership tracks that recognise technical excellence alongside different types of business development skills. But the key point I want to make, is that you need to know where you stand NOW, not in 3-5 years. I’ve worked with many Directors over the years who’ve been "almost ready" for Partnership for three years or more. Instead of waiting another year, we target firms where their specific expertise and the structure of the leadership model will fast-track them to Partner. This can create a transparent promotion to Partnership within 18 months at a firm that better aligns with your strengths and values.

Partnership isn't just about duration in role - it's about strategic positioning, political acumen and understanding the unwritten rules of your firm's promotion process.

If you're questioning your Partnership prospects or want to explore firms that might better value your potential, let's connect and do reach out to me at lt@tpi-search.com. The TPI team and I can help you evaluate whether you're truly on track or if it's time to consider a different path to Partnership.