As the accounting profession sees rapid change and emerging leaders step into the New Partner role, we are seeing more opportunities to change the way things are done.

While firms are investing in their rising leaders, our first-ever 2025 New Partner Experience Survey reveals a gap between intention and impact.

The New Partner transition is one of the most pivotal—and vulnerable—moments in an accountant’s career, and our goal is simple: to ensure every New Partner doesn’t just survive this transition, but thrives in it.

Our findings highlight six critical communication levers firms can pull to create real change: Goal Setting, Feedback, Compensation, Training, Executive Coaching, and Mentorship. Over the next several months, we’ll unpack what the data says, what it means for your firm and your people, and—most importantly—what you can do about it.

Because behaviors don’t exist in a vacuum, we will group these six areas into two major categories of discussion:

1. Setting Goals + Giving Feedback + Compensation

In this area, we found three main areas of challenge as well as opportunity:

  • Delegating and letting go – It can be hard for New Partners to let go of prior responsibilities and empower others, so they can focus on higher-level, strategic priorities–a skill that helps both the individual and the firm.
  • Navigating firm politics – New Partners aren’t always clear on the parameters and boundaries of their new role and how to navigate this new space.
  • Lack of transparency – Many New Partners expressed lack of transparency around compensation and evaluation of performance in their new role.

2. Development: Training, Coaching + Mentorship

In this area, we found four main areas of challenge as well as opportunity:

  • Feelings of effectiveness and confidence – Growth in this area for New Partners translates to the magnitude of their positive influence at the firm.
  • Influencing change – New Partners often feel like they have very little influence and don’t always know how best to leverage the influence they have.
  • Self-care – It’s important for this new era of New Partners to maintain a personal life while creating space for additional responsibilities.
  • Confidence and effectiveness – These two areas are key to transition success and were found to be higher with a mentor.

Within these topic groups, we will explore strategic initiatives that will serve not only to accelerate the growth of New Partners but also to elevate the firm’s leadership capacity as a whole. Fostering clarity, support, and purposeful development at this critical career inflection point, strengthens the long-term vitality of both Partners and the firm as a whole, ensuring future leaders are equipped to steward the firm with confidence, integrity, and impact.

Translating insight into outcomes.

Over the course of the next few months, we will delve into the intricacies of how firms can incorporate and take action on these strategic initiatives to create pivotal and lasting change:

  • Positioning development as a strategic investment that enhances Partner impact.
  • Establishing consistent goal-setting and feedback touchpoints for New Partners.
  • Implementing a flexible mentorship framework tailored to individual preferences.
  • Ensuring compensation expectations are clearly communicated prior to promotion.
  • Prioritizing intentional integration to foster a sense of belonging among New Partners.

We also realize growth and support is a two-way street and New Partners have a role to play in their own development. We will also be looking closely at strategies for individuals to create their own paths to success:

  • Proactively seeking mentorship—both within and beyond the firm
  • Taking ownership of your development by pursuing external training or coaching if internal options are limited.
  • Asking critical questions before making Partner to ensure alignment and clarity.
  • Defining personal success metrics and setting self-directed goals to enhance focus and confidence.
  • Actively seeking feedback by asking thoughtful, specific questions.
  • Allowing space for your transition; confidence grows with time, experience, and support.

We understand the New Partner role is a defining inflection point in an accountant’s professional path. It is far more than a title change; it’s a shift in mindset, and a redefined scope on driving the firm’s future.

Having navigated the New Partner journey ourselves, and walked alongside firms and their emerging Partners during this critical phase, we know how important and complex this transition is–not only for the New Partners themselves, but for firms, and for the future of our profession.

There are the structural dimensions—like compensation models and goal clarity—but also the human dynamics: growing confidence, cultivating influence, finding clarity, and fostering a sense of belonging. All need to be equally considered.

We’ve crafted some of the very first custom leadership development programs for New Partner groups – both in-house at firms and for CPA firm associations. In our experience, this career transition is often the toughest in public accounting, yet this group usually gets the least in terms of support and development. When New Partners are supported, we’ve seen them lean more enthusiastically into their leadership roles, make a smoother transition, and have a more positive impact at their respective firms.

Shaping future resources for optimal health of individuals–and firms.

We created the Intend2Lead New Partner Experience Survey to gather data about the top leadership challenges, surprises, hurdles, and changes New Partners are taking on during this critical transition. We wanted to understand this evolution, in order to shape future resources and support for both firms and New Partners.

This work isn’t about checking boxes—it’s about changing outcomes. Confident, supported New Partners don’t just succeed individually—they elevate their teams, strengthen firm culture, and ensure the long-term health of the profession. The Intend2Lead 2025 New Partner Experience Survey is a call to action for firms ready to lead with intention and step into the Dimension of Possible.

This is how we will sustain and evolve the profession, one New Partner at a time.

See you in the DoP,