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

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.