help them build careers.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: how can i get staff to step up and assume more responsibility for their client assignments?
more: profit sharing for a staffer? | the secret recipe for staff retention | help! key staffer refuses to supervise people | get more done by saying no | employee demands a raise she doesn’t deserve | how are you spending the next five years? | how to get the most from cpe | does your staff know all the services you provide?
exclusively for pro members. log in here or 2022世界杯足球排名 today.
answer: this is an issue every manager and partner deals with at some point.
this response is presented perfectly by our new brunswick partner in charge john mortenson, who constantly hammers this home:
ownership of your work
for staff at every level (from staff 1 to partner), the common theme that distinguishes whether someone is excelling or just collecting a paycheck revolves around taking “ownership” of the work we do. we use this phrase over and over but what it comes down to is assuming responsibility to ensure we provide world-class client service.
every day, i hear of examples of staff who really do understand what it means, but every now and then i hear examples of us not executing properly. for us to be successful, we need everyone to assume ownership, which includes the following:
- assume responsibility for an engagement from the second it comes in, until the moment it goes out the door. this would include not just the part of the project you are working on, but the entire engagement.
- take it upon yourself to be sure that every member of the engagement team (that includes staff below and above your level) provides world-class client service and not assume that someone else will do it.
- do not wait until the last second to deliver the project, and yes, that may mean burning the midnight oil on occasion. that also means you need to know the due date of the project. it means each member of the engagement team needs to hold up their end. when one person fails, the burden falls upon the others on the job, which is not fair. however, we also need to step up and help other staff when the situation arises.
- follow up with other team members on the status once you have completed your portion of the project. don’t wash your hands of the project just because you finished your assigned task. make sure the project gets completed and see if there is anything you can do help.
- in summary, take it upon yourself to make sure we underpromise and overdeliver on every job and hold those who do not accountable.
this is great advice for everyone in our firm. owning your work means to have the instinct and the drive to take on its responsibilities – completely. do it the best you can; do it the best it can be done. and if you have to work a couple of extra nights to get the work done, then you need to do it.
demonstrating this level of dedication to your job is how you convert from a person going to work every day to one who is spending every day building a career. that is how you win client loyalty. it is certainly a factor we consider during the evaluation process.