When recruiting partner level candidates, what I’ve noticed seems to be most intriguing to them is the way I present the openness of my clients’ organizations when it comes to helping others. One client has a distinct reputation of getting subject matter experts within their office to help other partners without the first question revolving around their percentage.
Last week I recruited a parnter whose primary motive to move was the inaccessability of his colleagues to help. For him, the emotional context of the workplace superceded all other motivations, including compensation.
This isn’t something you can institutionalize. It’s either there, or it isn’t. And it’s a descending emotion that starts at the top. The leadership of the office must intuitively mandate the openness of the office to helping colleagues. And they don’t mandate it through meetings or memos. They integrate it into their culture by first acting like that themselves.