A Step-by-Step Guide to Making Your Direct Entry Successful

There's a high risk of failure for Direct-Entry Partners (DEPs). Our industry knows it. We all know it.

BUT: There's also a high risk of failure for a hiring partner. It may not be as severe. Let's call it a career stumbling block.

A list of reasons why hiring partners fail is exhaustive:

• Wrong direct entry
• Wrong incentivization
• Wrong onboarding
• Wrong day-to-day priorities
• Wrong expectation setting

The list goes on and on…

Want to give yourself a better chance at success?

Here's what I would do if I were in the shoes of a hiring partner again…

Step 1: Agree on what success will look like

There's that gardening leave for a direct entry before joining… giving both parties a chance to calm their excitement.

But as a hiring partner, you must keep the excitement level up.

Remember that you also will need a win to bolster your reputation.

Begin the onboarding process way before the start date by sitting down together, maybe more than once. Discuss what you both will need to gain from the new partner joining.

It's about a clear description of what success looks like, what you both commit to and an agreement – no more, no less.

Congrats. You've laid the foundation.

Step 2: Plan for success by creating a clear and concise integration plan

You're both clear on where you want to go and what will it likely take. Now, an integration plan is a must. And it's in writing.

Think ‘3 in 3’, and focus on three measurable goals for the first three months and the high-level tactics to achieve them.

At the tactical level, I see the new partner coming up with the WHATs; you will need to help with the HOWs and the WHOs.

The plan should cover everything from formal introductions, mentorship arrangements, and training sessions to involvement in key projects and client engagements.

You can also cover the longer 12-month time horizon but go easy on the nine months following the initial three-month period. Life might take over quickly.

Step 3: Kick-start the strategic relationship-building

Building strategic relationships with key internal stakeholders is the focus once the new partner has arrived.

Before, however, the direct entry must develop their story so that they can answer two questions convincingly: (1) What is it you do and for whom? and (2) Why do you want to do it here?

If your name is Paul Simon and you're not that famous singer, you better tell people something special about you so they remember.

Meanwhile, you, the hiring partner, are charged with setting up key meetings and communicating why they are a priority for the stakeholders, the new arrival and yourself.

Beyond introducing key stakeholders, assigning a mentor or coach from your leadership team and integrating the DEP into critical networks is a priority.

Ensuring the new partner is quickly woven into the organization's fabric will be crucial for their sense of belonging and ability to influence.

Step 4: Get Your Hands Dirty #I: Monitor progress and provide feedback

In my experience, it usually breaks down here – no process, just arbitrary encounters.

The hiring partner is very busy and does not want to be seen as micro-managing the new partner.

The new partner is floating about – with a couple of meetings canceled and limited account access – and wondering. And playing mind games.

Establish regular check-ins and feedback sessions with the new partner to monitor integration and progress toward the goals set in the integration plan.

I've seen a brief Friday p.m. email working well by which the new partner checks in, spending perhaps ten minutes answering three questions:

1. What did I do this week?
2. What am I planning to do next week?
3. What else is going on?

It allows you to get back promptly with concrete ideas or questions.

It will enable you to run interference when needed. It ensures no loose ends on your side!

However you design it, it should be a two-way dialogue where the new partner can share experiences, challenges, and adjustments needed while receiving constructive feedback and recognition of their successes.

Step 5: Get Your Hands Dirty #II: Adjust and Support Continuously

Based on the ongoing feedback and progress monitoring, be prepared to adjust the integration plan and provide additional support where needed.

This could involve reallocating resources, addressing unforeseen challenges, or revisiting goals and expectations to ensure they remain aligned with the new partner's and the firm's evolving needs.

You want to avoid hand-holding or babysitting the new partner.

But you want to be seen as someone who's made the successful integration of a DEP a personal priority.

Executed thoughtfully and systematically, these steps can significantly enhance the likelihood of successful integrations of DEPs into their new roles, setting them up for long-term success within the firm.

Well, that's it for today, everyone.

I hope this encourages you to take charge and make a DEP's success one of your priorities.

If you need some help, here are four ways I can help you.

1. Dive into My Free eBook – '3 Smart Ways to Succeed As a Senior Professional': Unlock actionable strategies to stand out in the Big Four while maintaining your life balance. [Click Here]
2. Benefit from THE WEEKLY RESULT CATALYST – The email accountability check-in partnership to maximize personal outcomes, one week at a time: Ensure you consistently focus on critical outcomes, especially when the pressure's on. It's for you if you know what needs doing but struggle with getting it done. Ready to be part of it? DM me "CATALYST."
3. Embark on THE DIRECT ENTRY'S EDGE – 12 months of expert guidance for new partners to navigate, integrate and excel rapidly: Transitioning into a new firm? Enhance personal effectiveness and achieve measurable results. Working with me equips you with strategies and clear objectives for success. Slots are limited. Intrigued? DM me "EDGE."
4. Work 1:1 with me: If you want to work 1:1 with me to find your way as a DEP, manage your career risk, and stay away from doing not-so-smart things, then book a 1:1 coaching session with me. Click here to book.

Cheers,

Max