Jack has been promoted to manager a year sooner than average and now he is beginning to “think like a partner.” When considering what attributes a partner should have, Jack broke it into three general groups: technical skills, practice skills, and behavioral skills. Jack also began to develop a plan to become an effective business developer. He immersed himself into the construction industry and even did some formal research. His work paid off with two new clients in the first year. By the end of the chapter, Jack had all of his business development systems “working on all cylinders.” This chapter gives the student an idea of how to “think like a partner” and start early on networking and developing business contacts. Jack’s experiences help to show that if an accountant intends to become a partner at a firm one day, they must have a business development
Jack has been promoted to manager a year sooner than average and now he is beginning to “think like a partner.” When considering what attributes a partner should have, Jack broke it into three general groups: technical skills, practice skills, and behavioral skills. Jack also began to develop a plan to become an effective business developer. He immersed himself into the construction industry and even did some formal research. His work paid off with two new clients in the first year. By the end of the chapter, Jack had all of his business development systems “working on all cylinders.” This chapter gives the student an idea of how to “think like a partner” and start early on networking and developing business contacts. Jack’s experiences help to show that if an accountant intends to become a partner at a firm one day, they must have a business development