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Saying goodbye tends to be a bittersweet experience for all involved. How have you communicated to your team and clients about your last leaver? Did you do this in the way that created a positive impact or were you trying to pretend that nothing happened and carry on?

As the world’s labour market continues to shift, the companies that retain key talent and invest in their teams will also be the ones that invest time, money and effort into new employee onboarding.

Given today’s climate, business leaders actively seek solutions to reduce total expenses while maintaining their competitiveness in the post-lockdown market. To achieve this, we suggest analysing your organisational structure and where, how, and by whom specific tasks are carried out, as these all significantly impact the company’s profitability and productivity.

In any firm, practice managers are vital to ensuring business success. Without them, deadlines may not be met, quality may suffer, and business growth may slow down. Yet very few of them come to this role as experienced leaders who are excellent at walking a tightrope as they attempt to balance many plates of various responsibilities and points of view across the organisation.

Effective leadership shows not only when things are going well but also, and perhaps even more so, when times get rough. Good leaders are admired (rather than feared) by others, motivating them to work more and make more meaningful contributions to the organisation’s success. Leadership does not imply working alone to achieve a goal. In truth, leadership entails inspiring and motivating others to collaborate toward a common goal. Today’s leaders must possess optimal leadershi

Nowadays, most initial interviews are conducted via video calls and ‘old fashioned’ telephone interviews are seldom incorporated into the interview process. While potentially controversial, I’m about to argue that a simple telephone conversation could prevent you from making a bad hire. Here is why.

In the words of Steve Jobs “innovation is the only way to win” and understanding your clients’ needs and wants is fundamental to creating winning products and services. Design thinking, a customer centric methodology for innovating, asks one fundamental question that you need to answer in order to get this right and that is ‘Who needs a way to do what and why?’. Empathy mapping is a smart way for everyone in a business to get on the same page about who their customer(s) are,

Our last blog focused on helping you work out your capacity for work using a simple calculator. This time, we are taking a deeper dive into understanding how your client numbers and other factors affect your capacity.

Do you ever feel like there isn’t enough time to get all your priorities done? It’s possible that it’s simply down to the fact that you haven’t got sufficient capacity to deal with all that you set out to do. I’m afraid that time isn’t elastic and we have a finite number of minutes, hours, days, months, and years to play with.

‘Lack of engagement from the team’ is an issue that comes up frequently and there may be a good reason why! Afterall, how often do you truly enable and empower your employees to be part of the ‘decision making’? How often do you create opportunities for solutions to be generated as part of a truly collaborative process? How often do you ask for feedback and take it onboard?

Many moons ago and prior to becoming a practice management and operations consultant, I was a Practice Manager and Partner of a financial planning practice. While Richard, the Managing Partner and the main Adviser and I used to work extremely well together, there were some challenges that we both faced as we came at things from two very different perspectives.

or most firms I work with ongoing client servicing contributes to a very large proportion of their annual revenue (in the region of 70-90%). Aside from regulatory obligations of ensuring ongoing suitability of advice, annual reviews are a core component of the ongoing service most of you provide, so it’s critical that they are excellent.

If you have a Practice Manager in your business, take a moment to consider your business without them. If you don’t have a Practice Manager, take a moment to imagine your day dedicated only to clients, completely focussed on your client to-do-list with the knowledge that the entire team is working to their strengths and on the tasks that only they can do. That is the primary difference between the haves and the have nots, you will already see the competitive advantage but t