Does Flexibility Undermine the Work/Life Balance?
February 17, 2017 | Carrie Steffen
When I was in my late 20s and early 30s I was fortunate enough to work in a company that offered flexibility. What that meant at the time was flexible office hours and a laptop to take home with me if I needed to be there for the repairman to work on our dishwasher. There was still an unwritten expectation that you worked in the office (mostly) unless there was an extenuating circumstance.
Fast forward 15 years, and flexibility now means mobile technology enabling us to adopt an anytime, anywhere approach to work. I’m a big fan of these tools and practices in our workplaces. There is an increase in demand among young professionals to be able to work anywhere they can be productive. As long as the work is getting done, does it matter where the person doing it sits or during what time of day she completes it? Certainly not.
However, I wonder sometimes if this flexibility has started to undermine the idea of work/life balance. On the surface, the two seem complementary in that not having to be in the office from 9-5 creates opportunities to spend time with kids while they are awake, for example. Or to blow off some steam at the gym during those hours when it is a better fit for my day. Or have a phone conversation with a colleague while I’m on a walk. Or even to sit in a coffeehouse collaborating with clients in other locations. I’ll admit to having done all these things. Flexibility is good. And as long as the work is getting done there shouldn’t be an issue, right?
But what happens when this ability to work anytime and anywhere begins to seep into areas of our lives previously unencumbered with professional obligation? Burnout. Burnout happens.
How easy is it to quickly check email on a mobile device on a Saturday morning and get sucked into an hour’s worth of correspondence? How tempting is it to check on a project using your mobile device while sitting at your son’s basketball game and then look up only to discover that you’ve missed half the action? How about sitting in the living room with your son and being so distracted by your laptop that you miss out on the important details of his day?
What started as a great perk and a leading edge way of doing business becomes one more challenge for businesses to overcome. Where does the responsibility fall? It is shared between the individual and the firm.
Boundaries are important in maintaining a balance. We all need certain times of day or activities in our personal lives to be off-limits to work distractions. So, use clear communication to set expectations with co-workers and clients about when you will (and will not) be available or respond. Practice self-discipline for those times when you are committed to personal pursuits. Stay organized and plan ahead to continue to meet deadlines and keep work flowing in a timely way. Apply productivity tools like project management software, calendars, and time management systems to stay on track. Avoid time sucks which are low value, high effort activities – and learn to delegate what you can.
Firms need to accept the boundaries. They also need to have a realistic idea of the expected productivity for employees based on a reasonable number of working hours per week. An open dialog among leaders, managers and professionals is paramount.
Anytime, anywhere work is the future of the profession. Let’s reclaim flexibility as a value driver as opposed to a burnout stimulator with better planning and communication on both sides.
Your Future Firm Starts Now: Success Strategies for Launching New Services – Part 3
October 19, 2016 | The Whetstone Group
We are taking a closer look at a process firms can use to evaluate and develop new services to meet clients’ needs and create new sources of revenue by building a more consulting-based practice. On Sept. 21st we introduced steps 1 and 2 – Research Market Needs and Evaluate and Prioritize. Oct. 3rd we examined steps 3 and 4 – Define the Scope and Go to Market with Your Service. This week we conclude with step 5 – Tracking Results and Measuring Success (including a downloadable guide for the whole process).
Step 5: Measure your results
What gets measured (and reported)…gets done. When you analyzed the costs of building this service capability in step 2, you likely got a feel for the level of revenue you need to reach profitability. Set a specific sales goal for the new service, allowing for ramp-up time to go to market appropriately. Services with high levels of opportunity within your existing client base will become profitable more quickly than those for which you must go outside of the existing client base to find opportunities. Develop a pipeline report to track opportunities associated with the new service – including the stage of the sales cycle, value of the opportunity and probability of closing.
It’s helpful to assign responsibility to an individual or team to be held accountable for reaching the goal, and measure their results regularly throughout the year. Hold regular meetings to evaluate results and discuss what, if anything, is getting in the way of success. As these success barriers are identified, discuss how to resolve or work around the issue and provide support to the service champion/team.
Establish accountability for sales results for your new service by incorporating the goal and results into the individual/team’s annual goal setting, evaluation and compensation discussions.
This series has discussed a 5-step process for successfully introducing new services:
- Research market needs
- Evaluate and prioritize new service ideas
- Define scope and communicate
- Go to market
- Measure results
Addressing each of these steps with the discussed approach will improve your ability to continue meeting your clients’ evolving needs, attract new clients, and sustain profitable growth for your firm.
We’ve summarized the approach described the past few weeks in our New Service Evaluation Checklist. To download the checklist click here.
If you are interested in learning more about how to implement these steps, or how new services fit into your firm’s overall approach to topline growth contact us at firstname.lastname@example.org or 319.447.6400 for a no-cost, no-obligation meeting.
Your Future Firm Starts Now: Success Strategies for Launching New Services – Part 1
September 21, 2016 | The Whetstone Group
In the next few weeks we are taking a closer look at a five step process firms can use to evaluate and develop new services to meet clients’ needs and create new sources of revenue by building a more consulting-based practice. In this post we introduce steps 1 and 2: – Research Market Needs and Evaluate and Prioritize. Check back Oct. 3rd for steps 3 and 4 – Define the Scope and Go to Market with Your Service.
Step 1: Research Market Needs
There are a variety of sources you can tap to learn more about the current and future needs of your target market. You have a great source of information to help you get started: your clients. Arrange time to meet face-to-face with several of your clients and ask them a series of questions designed to uncover unmet needs, what kind of assistance they need, and even what they would potentially pay to get this help.
Client Questions to Discover Needs
- What are the biggest challenges facing your company over the next 2-3 years?
- How do you see these challenges impacting your company?
- What obstacles do you believe are or will hinder your ability to address these challenges?
- What outside assistance do you believe would help you address these challenges?
- What would you be willing to pay for this assistance?
In addition to speaking with your clients, you should do some secondary research to back up and add to what you learn. There are a variety of sources to use:
- Competitors: look at what services the Big 4 CPA firms and other large competitors are developing by looking at their web sites and reading about them in accounting industry publications. With their clients and their positions on boards and industry groups, they typically are the first to know what trends, issues and challenges companies are facing.
- Social Media: Review Linked in pages and groups and read industry and business blogs to get a feel for conversation topics, what questions are being asked, and ideas people are discussing.
- Web sites: There are a variety of Web site resources that will contain information helpful to your research, for example First Research (firstresearch.com), IBISWorld.com and AICPA/PCPS (http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/Pages/PCPS.aspx) . Take some time to browse these sites, again looking for what is being discussed.
- Industry Resources: If you have industry practices, and/or participate in industry organizations, these are great sources for information. Many publish newsletters, hold conferences, and have discussion groups on their web sites that will provide clues as to current trends and issues that drive demand for new services.
Step 2: Evaluate and prioritize
If more than one new service idea bubbles up from your research, you need a systematic process to narrow the list and decide which to pursue. Consider the following factors (explanation of each consideration is discussed below):
The quickest, easiest, least expensive way to grow a new business is to drive sales through your existing client base. It doesn’t cost anything to get in front of your clients – just a phone call – and because of your ongoing working relationships, your clients trust you and will listen when you discuss a new service idea with them. If a new service idea you are considering is targeted to a market different than those you currently serve, this means you will need to earn the right – through branding, marketing and sales efforts – to pitch the service idea to people who don’t necessarily know you or trust you.
One you’ve determined the demand is there, evaluate the revenue stream. Will it be a special project that clients only need once, is it something that will need to be updated occasionally, or is it annual work that will serve as annuity revenue for your firm? When comparing investment costs to potential payback, you’ll want to estimate the lifetime value of the service with each client, taking into account the entire revenue stream and average expected useful lifespan of your clients.
A huge factor in comparing new service ideas is your ability to provide the service. The alternatives range from you having existing personnel who are trained and ready to go (least expensive/easiest) to having to acquire the expertise from an outside source such as a merger or an alliance with a strategic partner (most difficult/potentially expensive). If you want to staff the service internally and need to hire, consider how easy or difficult it will be to find the right person in your market.
There are three basic elements to consider regarding your ability to sell the new service: How effective the marketing message will be, how the market will accept the message, and what kind of sales force you have available. For a marketing message to be effective, it needs to differentiate you from competitors offering similar solutions and include clearly defined and easy-to-understand benefits so the target audience can perceive the value proposition of the service.
This will be tougher to achieve if the service is not something typically associated with your industry brand. For example, a business owner typically will not expect to get human resources consulting from a CPA firm; the CPA brand is more often associated with financial-oriented solutions like accounting and tax. So, a CPA firm pitching an HR-oriented solution will have a harder time differentiating its service from that of a human resources specialty consulting firm and the target audience will likely have a harder time understanding the value proposition of going to a CPA firm for this type of work.
Finally, you’ll need to have professionals who can help sell the service once you develop it. If you rely only on the service provider/service champion for sales, you’ll find growth slows/stops once that person makes a few sales and is busy serving clients. All those who serve clients in your firm and/or speak with prospective clients about your firm’s services should be willing and able to present the new service. Ask yourself how feasible this is given your firm’s culture, the sales skills of your people, and the time you have available to train and manage the sales force.
Unlock Professionals’ Potential by Redefining Your Firm’s Training Approach
July 19, 2016 | The Whetstone Group
For so long, firms have searched far and wide for solutions to their business development challenges. Young, and not-so-young professionals have participated in what I would, by no scientific means, guess is millions of hours of business development training programs. These programs are touted as creating superstar rainmakers in order to solve the firm’s new business needs and fill the sales pipeline with opportunities. Participants learn tools and techniques to generate leads and close the big sale.
The challenge most professionals have implementing the skills from business development training is twofold: First there is a natural aversion to “sales” the way many professionals think about it—which is going out into the market, telling everyone you meet about all your firm’s services and asking them to hire you. Second, in this context business development becomes an “add-on” skill set, or worse, an added set of responsibilities and tasks on top of what professionals see as their primary job.
When professionals view growth as a secondary responsibility and they have a natural aversion to what they think is required of course the result will be less than ideal. Current partners may perceive this as apathy or a sense of entitlement among the next generation. Young professionals may perceive this as an unrealistic expectation and outdated way of doing business.
The result is often a lack of engagement in activities that lead to organic growth as well as a lack of success in attracting high quality clients. It may cause young professionals to leave the firm, or the profession altogether. It puts pressure on the firm’s ability to fund partner retirements. It may cause a firm’s culture to become production oriented vs value driven.
So rather than as something “extra” let’s look at business development training curriculums for professionals in a new way. Train young professionals to practice their profession in a way that leads to new opportunities—namely the behaviors of becoming a trusted advisor with clients. Start early when young professionals (millennials) are energized, ready to make a contribution and eager to take on responsibility for adding value to clients. Give partners a system for looking at client relationships, expanding opportunities and getting younger folks involved in conversations about clients to share a new perspective based on what they’ve learned in working with the client.
Think about some of the skills that are important to being good at developing new business: relationship development, understanding needs, communication, questioning, problem solving, and trust building. All of these skills apply directly to the process of client service. Teaching these soft skills in the context of working with clients enables young professionals to practice and gain confidence with the skills that will make them great at cultivating new business. At the same time, they are deepening client relationships and creating a more satisfying practice for themselves.
If the firm’s goal is to increase young professional engagement and grow the firm, developing the behaviors of client service that lead to opportunities should be a central component of the firm’s training curriculum.
Firms wrestling with the issue of employee engagement will find that teaching young professionals skills which can be integrated into their core function will reinforce the behaviors sooner—becoming a natural part of the way they practice. The result is professionals who have deeper, more trusted relationships with their clients, create more fulfilling relationships, add more value and derive more satisfaction from their careers. Often this leads to improved retention of rising stars.