ramping up for 2022.
by carl george
for the rosenberg map survey
i can safely say that we have never been more valuable to our clients than we have been in the past couple of years.
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in many cases, the firms were “lifesavers.” for those firms and practitioners, client loyalty will remain very high for years to come.
firms are running their businesses better. in march 2020, firms went into plan a, plan b, and plan c mode (rightfully so).
the overall mantra to partners was to run the business better. that paid off – wip management, billings, collections, and expense management are at their best – and will stay that way.
we’re recognizing that our people are paramount to our success. we were forced to be at our creative best to accommodate our workforce.
our profession was incredibly sensitive to the trying times for employees and owners. flexibility, compassion, and empathy became paramount.
the new model is evolving, but it will be dramatically different than the traditional one. looking back, changing the workforce model was long overdue. the profession will be better for it.
we’re recognizing that our clients are paramount to our success. the profession has been tagged with the “most trusted advisor” for many years, deservedly so. we ramped it up to new and greater heights.
my 10-point plan for 2022:
- continue/enhance/be more creative with flexible workforce arrangements.
- train the young workforce to be successful in the new model.
- train the supervisory workforce (including owners) on how to supervise in the new model.
- remember that we are an apprenticeship business and develop people accordingly.
- stop giving lip service to client culling. cull to create capacity for higher-value clients and simultaneously improve firm morale.
- perfect two business development models, in-person bd and remote bd.
- double down on providing assistance and high-value advice to current clients.
- insist that each owner runs the business better than the previous year. redevelop business practices and processes that maximize efficiency, timeliness and profitability within the firm.
- challenge every traditional operating model within the firm, both internally (business functions) and externally (client service and delivery).
- double down on timely and consistent communications with your workforce and clients.