Poor/Rarely = 1
Your score (1–5)
Excellent/Always = 5

Creating the space, energy and desire to make it through Partner Track to Partner
I haven't given my long-term career much thought. My main focus is getting through the day.





I know exactly where I want my career to be in 10 years time. I have detailed plans in place to help me get there, which are broken down into achievable and motivating milestones. I look at my career plan at least monthly. The actions I want to take for my career plan are included on my Weekly Planner.
I am very concerned how I am going to achieve everything for my day job let alone what is needed to build a strong Business Case and Personal Case for partnership. I have not got a specific plan to help me through Partner Track or the Partnership Admissions Process, so my progress is sporadic at best.





I have built as part of my career plan a specific plan to enable me to get to partner. Within this plan I have identified my priorities and divided up what I need to achieve so I have paced myself appropriately. My Sponsoring Partner, Mentor and External Coach have reviewed and contributed to my plan. I am enthused and inspired to implement my plan and have already taken decisions and actions to make sure my Partner Track Plan gets achieved each week.
I struggle to keep on top of everything at work, and I am often fire-fighting. My inbox is generally full, and I am not the best for returning calls. I am often getting feedback that I need to be more organised and structured at work.





I am known for being highly organised with my telephone and e-mail communications, plus filing. At the end of each day my inbox is reduced to zero, my desk is tidy, and I have a To Do list written for the next day, which allows me to switch off after I leave work. I am completely up-to-date with all my expenses, timesheets and reporting requirements.
I don't feel supported inside or outside of work, and assume that I need to get on and do it all myself.





I have a team of people inside and outside of work who support me to be my best inside and outside of work. These people include my Partner, Mentor, Head of Department, External Coach, 'life' partner, friends inside and outside of work.
Doing your research on you and your firm
I have not spent much, if any, time building my own self-awareness. I am often surprised by the feedback I am given.





Using data from psychometric profiling tools, 360° feedback, competency frameworks and performance reviews I have a good level of self-awareness and where my strengths and weaknesses are. I know I will be a good fit for partner in my firm.
How the firm is financed and its overall people, financial and marketing strategies are a mystery to me. No-one has yet taken the time to explain what I would be required to achieve as a junior partner.





I have been given full access to the firm's financial records and am clear on the financial risk I will be taking on if I decide to buy into the firm. I have got an external advisor to look through the firm's management accounts for the last 2 years. I know exactly how much support I will receive and what I will be required to do to hit my numbers and progress into the partnership.
Creating a persuasive and compelling Business Case for partnership
I have not got a Business Case for partnership.





I have been working on my Business Case for the last 1–3 years, and have the backing of my Sponsoring Partner, Mentor, Head of Department and other key stakeholders in the firm. I have got opinions and ideas for my Business Case from key stakeholders in the partnership.
I am yet to really build my own client following. If I have a client following, it is not important to the firm.





I have built a partner-sized client portfolio, and if I left the firm, most of this portfolio would come with me. The portfolio is strategically important to the firm.
I do not have a marketing plan to produce a predictable number of leads, improve conversion rates, increase the average revenue per transaction and increase the transactions per client. The results of spending on marketing and advertising are unmeasured and unmanaged. Any revenue growth is largely down to luck.





I have an aggressive, measurable marketing plan to produce a predictable number of leads, improve conversion rates, increase the average revenue per transaction, and increase the transactions per client so profits increase significantly. Results of the marketing plan are being measured and improved on a weekly basis.
It is very difficult to distinguish between my peers and myself. I have not taken the time to truly develop a niche, and are more concerned with how to make myself as attractive as possible to as many clients as possible.





I am known as the Go-To Expert for a technical or sector specialism, both inside and outside of the firm. I am regularly consulted for my specialist expertise and often get quoted in industry, local and national press. If you did a Google search for me you would instantly get how I help my clients. I am able to charge premium rates for my time compared to my peers. As a result of my external market-facing profile, I regularly bring in opportunities for others in the firm.
I have not yet had the opportunity to build up my own networks of introducers.





I maintain regular communication with a close network of introducers who regularly refer and recommend me to my ideal clients. I am equally proactive at helping them achieve their business and career aims. I have a formal plan to keep in touch with my best introducers. I use both face-to-face and on-line tools to help keep me top-of-mind with my network of introducers.
Becoming a ‘member of the club’
I have a limited or non-existent fan base from the partners, and most partners would be surprised to hear that I am keen to go for partnership. I am not known outside of my practice area. I am not sure whether I have the support of the lead partner of my practice area.





I have built a reputation within the partnership where I am already seen and viewed as a partner, or 'one of them'. I have been told I am on Partner Track. The skill set, strengths and talents, which I bring to the partnership, are recognised and wanted by the partners. I have a large and wide fan base in the partnership, with many partners actively pushing for me to be made up to partner. I am well known outside of my practice area and have spent time working in other offices throughout the firm.
I don't yet have the confidence or presence that a partner needs. Most people tell me I need to work on my gravitas and executive presence if I am to gain the respect of my peers, team and generate more of my own work.





People inside and outside of the firm treat me as if I am a partner. When I talk people listen to me and give me the level of respect that partners in the firm are due. People from outside the firm are often surprised to find I am not a partner yet.
The team around me do not support my career path to make it to partner. They are likely to protest, leave or make my life difficult if I get made up to partner.





My team fully support my career aspiration to make partner.
I rarely delegate to members of my team, and find that I spend too much of my time helping sort out conflict and problems with my team. On the rare occasions I do delegate to my team I find that the work comes back sub-standard and I need to often re-work it.





I have an incredibly supportive high performing team who are able to get the work done to a high standard with minimal intervention from me. I trust the team and regularly delegate work to them to allow me to focus on higher value work and winning more work from clients.
The final stages of Partner Track
I plan to sort out my pitch the week before my partnership interviews. I know I need to make time to practise and hone my Business Case pitch, but know I wouldn't have the time to do this justice. The slides for my pitch, if I have any, are mostly 'cut and pasted' sentences from my Business Case for partnership.





I have practised many times my Business Case pitch for partnership, and am now word perfect. My pitch is a condensed version of my Business Case with key parts of my Personal Case interwoven within the pitch. Every word included on my slide deck has been carefully crafted so there are no wasted words or unqualified/non-evidenced statements. I have practised my pitch and panel interview questions with a combination of Sponsoring Partner, Mentor and External Coach.

I have never really considered these three questions, let alone have answers to them.

  • Why should I be admitted to the partnership?
  • Why should I be admitted this time around to the partnership?
  • What is the risk to the business of not promoting me this time around?





I can clearly and distinctly answer the questions:

  • Why should I be admitted to the partnership?
  • Why should I be admitted this time around to the partnership?
  • What is the risk to the business of not promoting me this time around?

I have consulted with my Mentor and other influential partners to get the answers to these questions just right.


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