I recently interviewed a new partner in one of my client
firms to acquaint myself with him. I wanted to know what others saw in him that
made it obvious that he should be made partner in the first place. Here’s what
I discovered.

First, he produces excellent work for his clients. They have
learned to trust him, his work and his advice. Not only is his work
exceptional, he does it using his staff—he knows how to leverage his time and
effort most effectively. In doing so, he’s gained the confidence of his
clients.

Second, he sets direction and priorities. He takes the
time to reflect on important questions, like, What are we doing now? Is this the best use of our attention? What should
we be anticipating and preparing for in the future? Because he does this on
a regular basis, his opinion is often sought by others to get their bearings in
deciding what to do next. In doing so, he’s gained the confidence of his
colleagues.

Third, he knows the difference between the practice and
the business. Doing something a certain way because it’s the easy way may not
make much business sense. He has his eye on short-term efficiency AND long-term
effectiveness to make decisions—even if it means sacrificing his comfortable
preferences. In doing so, he’s gained the confidence of the firm’s leaders.

Yes, it’s obvious he should be made partner.

But what about you, regardless of how long you have been?
Is it apparent to others that you should be sitting at the table, even if you
have been there for years? Have your contributions earned the confidence of
others?

This week, observe yourself. Use your critical eye and
cut through the self-justification to see how obvious it is that you should be
a partner. If you’re honest, you’ll be found lacking—and have an opportunity to
do something about it.