Over the last year we have been working with clients across a number of related areas, pulling in experts in their fields to address issues around business development and client relationships, strategic Partner performance management, and Partner team work. Any firm considering lifting its game, will need to call upon the skills of strategists, operational specialists and straightforward advice. As part of our collaboration and project work, we like to offer ideas by some of our Associate Consultant network so here is an article by Andrew Hedley where he offers thoughts around the importance of not only building a specific Client Retention plan – but also about shifting behaviours and attitudes from the top down.'Behavioural and attitudinal change is difficult, yet it lies at the heart of making effective progress. The firm’s leadership and management team must find ways of breaking down personal ‘ownership’ of clients and undue protectionism. They need to recognise and reward those who share, while diminishing the power and influence of those who demonstrate destructive behaviours.’
Read the article 'Playing for Keeps'.
This approach requires support at a strategic level (e.g. Andrew Hedely, Mark Turner), a more immediate implementation level (e.g. Cliff Ferguson, Chrissie Lightfoot) and linked to team work, communication and change management (e.g. Alistair Roberts, Julie Harrison, Weedie Sisson etc.,) Getting the project co-ordinated is half the battle and over a 1-2 year period, which is also one of our fortes so do get in touch
Running out of steam’ is the ultimate cause of failure for many. An initiative may be launched with a fanfare and an initial rush of enthusiasm; the result may be high expectations within the firm that the goals of that initiative are within easy and imminent reach but unfortunately, this is very rarely the case.