More on consulting partners

I’d written in an earlier post that consulting firms remain young nd dynamic by periodically promoting new people to partnership, and they in their quest to develop new markets and establish themselves, take on risks which can prove useful to underlings who now have a better chance to make a mark and establish themselves.

However, as I’d once experienced a long time back, there can be a major downside to this. The new partners, in their quest to establish themselves, can sometimes be too eager in the commitments they make to the clients. They are prone to promising way more than their team can logically deliver, and that contributes to putting additional and unnecessary pressure on the people working for them.

Nothing earthshattering, but thought I should mention this here for the sake of completeness, so that I don’t mislead you with my conclusions.

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