As a professional coach, I have personally worked with a number of professional services providers - many at the partner level - who were miserable on the job and considering departure from the firm. The tensions seemed insurmountable as we worked together to identify the obstacles that were keeping them from reaching their potential in their current position. After enabling them to identify their individual potential – with respect to their personal contribution to the growth of the firm – and then becoming empowered enough to explore their unique, genuine avenue to do so (I am happy to report that) all of these professionals remain at the their firms with a renewed energy and enthusiasm that they haven’t experienced in years.
If your professionals are disengaged and have stopped contributing to the practice's growth, if they have stopped asking questions....then coaching might help you to rejuvenate your professionals to come back to LIFE AT WORK.
Monday, October 31, 2011
Friday, October 21, 2011
Surveying Partners to Define the Role of the Marketing Director...Does this Make Sense?!
I was recently asked what questions should be asked a group of shareholders at a professional services firm so she could draft an accurate job description to fill the position of their marketing professional.
The last time I saw the result of a partner survey about the role of a marketing director I was shocked! The “job description” was a numbered list of 42 items, tasks and/or attributes – true story! Worse, this was the document being passed around as the job description. Needless to say, it took a long time to fill that one!
This topic is one that really hits home for me – because it addresses a critical issue for professional services marketing – the disconnect between management and marketing that is absolutely industry-wide. Generally speaking, you are dealing with two sets of personalities: analytical vs. creative; linear vs. holistic.
I told her she was absolutely SPOT ON with the idea of surveying the partners, however – I thought she was asking the wrong question.
Ask them what THEY WANT. (Not what they want in a marketing director – what they want TO ACHIEVE as a FIRM – ask for specifics (questions like which industries they want to grow and by how much or how much more market share they think they can get and why or ask them about how they feel their personal professional experience might be improved). Use this survey as an exercise to help them define some realistic expectations.
Once they have figured out what they want, then the strengths of the marketing professional you should hire should be much more apparent.
The last time I saw the result of a partner survey about the role of a marketing director I was shocked! The “job description” was a numbered list of 42 items, tasks and/or attributes – true story! Worse, this was the document being passed around as the job description. Needless to say, it took a long time to fill that one!
This topic is one that really hits home for me – because it addresses a critical issue for professional services marketing – the disconnect between management and marketing that is absolutely industry-wide. Generally speaking, you are dealing with two sets of personalities: analytical vs. creative; linear vs. holistic.
I told her she was absolutely SPOT ON with the idea of surveying the partners, however – I thought she was asking the wrong question.
Ask them what THEY WANT. (Not what they want in a marketing director – what they want TO ACHIEVE as a FIRM – ask for specifics (questions like which industries they want to grow and by how much or how much more market share they think they can get and why or ask them about how they feel their personal professional experience might be improved). Use this survey as an exercise to help them define some realistic expectations.
Once they have figured out what they want, then the strengths of the marketing professional you should hire should be much more apparent.
Friday, October 14, 2011
Leadership = Empowerment
I was recently asked what specific things are professional services firms doing to develop leadership skills among their staff members?
I SAID: "What are the leadership skills that will take CPA firms to their next level of growth and achievement?" might be a better question.
In this case, leadership = empowerment.
CPA firm leaders should recognize the strengths of the team, acknowledge their areas for weakness, and motivate them to find their own way that they can contribute to the growth of the firm – i.e. through technical proficiency, business development, research, training of others, etc.
I SAID: "What are the leadership skills that will take CPA firms to their next level of growth and achievement?" might be a better question.
In this case, leadership = empowerment.
CPA firm leaders should recognize the strengths of the team, acknowledge their areas for weakness, and motivate them to find their own way that they can contribute to the growth of the firm – i.e. through technical proficiency, business development, research, training of others, etc.
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