Partners learn people skills at Ernst & Young: Nine‐month development program helps to change the organization's culture

Abstract

Purpose

This paper aims to describe a leadership‐development program that is being conducted internationally with more than 500 partners at Ernst & Young.

Design/methodology/approach

The paper looks at specific issues that relate to the Ernst & Young partner‐development program, including the need for leadership development at partner level, the leadership challenge of the program and the success of the initiative.

Findings

The paper reveals that the partners have committed themselves to the program in a way they have never done before, client satisfaction has improved and Ernst & Young's internal people surveys are recording unprecedented levels of improvement.

Practical implications

Highlights individual relationships with colleagues and clients as key leadership skills.

Originality/value

The paper advances the view that being able to make successful connections internally and externally is at the heart of being a successful partner in a professional‐service firm.

Citation

(2009), "Partners learn people skills at Ernst & Young: Nine‐month development program helps to change the organization's culture", Human Resource Management International Digest, Vol. 17 No. 7, pp. 5-7. https://doi.org/10.1108/09670730910996473