Administrative Professionals Week is April 22 - 28. Start Planning Now!

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Contrary to what you might believe, your administrative professionals are not panting for flowers, candy and a nice lunch. What they really want is to be a recognized part of the firm’s success. 

Where would you be right now without the organization, dedication and know-how of the administrative staff that supports your success?

What are you doing to support their success?

In my Super Rainmaker Coaching Programs, I talk about ways to increase bandwidth to achieve world class rainmaking goals. One of the best ways to increase your efficiency and productivity is to look for ways to involve your admin staff in activities that will free you up to make more rain. They will appreciate your faith in them and you will learn a valuable lesson in delegation. Now, I'm not saying that the best gift you can give to your admin staff during Administrative Professionals Week is to load them up with more work. What I do mean is that you can and should look for ways to involve them more in the work you do and recognize them for it.

You might be interested to know what administrative professionals say they really want, even though their wants and needs very seldom translate into what firms and individuals do to recognize them.

The International Association of Administrative Professionals (IAAP) suggests that you consider these ideas:

  • Hold a firm-wide observance or special event for administrative staff, such as a presentation by a professional development speaker, or a group recognition of administrative professionals by the managing partner.
  • Provide registration for a professional development seminar to build the individual’s technical, interpersonal or business skills.
  • Support membership in appropriate networking and professional associations.
  • Encourage study for and attainment of professional certification.

Additional gift suggestions include appropriate business-related items (an iPhone or iPad might be nice) or a monetary bonus for exemplary performance. Just be sure that it’s something that is really wanted. By the way, candy, flowers and lunches? They were dead last on the list of what admin professionals want most.

If you are muttering to yourself, “Why should I bother?” As Managing Partner, Office Managing Partner, Practice Team Leader and/or your firm's biggest rainmaker, it is up to you to set the tone for your practice and let people know what they mean to not just your success but to the firm's success as well. Don't dare to miss this opportunity or it will be at your own risk for you will be branded for the next 12 months as selfish, and lacking in appreciation and respect for the important work your administrative staff provides.

Am I being too hard on you? Maybe you don’t fall into the category of uncaring oaf. But, believe me, I have heard too many horror stories from shocked, disappointed and under-appreciated support staff to think these things don’t happen. They do, and these incidents are contributing factors to attrition, overall low productivity and depleted morale. No one wants to feel their work is of so little value that a carelessly selected card, generally chosen by someone else and tossed on the desk, is enough to keep them motivated throughout the year. Bah! The truth is, your firm’s gift or recognition may not always hit the mark. Your administrative staff wants to know that the person for whom they work diligently all year (that would be you) cares about them.

Here’s an idea that costs nothing but can mean everything -- a hand-written note! Add to your recognition strategy a hand-written note that is heart-felt and expresses your sincere appreciation and gratitude. It makes a brilliant finishing touch.

And, just because there is one “official” week or day set aside to recognize your administrative staff, you don’t have to limit yourself. There are many opportunities throughout the year to recognize your admins. Build reminders into your calendar for service anniversaries, birthdays and other important milestones, just as you would your planned business development activities or other important commitments. Remembering these events will help create a working environment that inspires loyalty and commitment.

Now that I’ve laid the groundwork for you to seize the moment when it presents itself to recognize your administrative professionals, let me plant the most important seed. You have an amazing resource sitting (usually) right outside your door. How can you better leverage that resource to benefit you both? 

Until next time,

Robin

P.S. You can find more on world class rainmaking in my new book, The World Class Rainmaker's Guide to Raising the Bar in Your Law Practice due for release in Summer, 2012.

OMPs, Are Your Rainmaking Skills Ready For A Re-boot?

iStock_000016688566XSmall.jpgWe talk alot here about the value of a written plan for achieving business development goals. If you are part of your firm's management team and just beginning your 2012 plan, then here's another dimension to add to the planning process.

As an Office Managing Partner, you may feel far removed from the day-to-day requirements of making rain. It's often much easier to put that part of your responsibilities at the bottom of your to-do list, assuming it even makes the list. But you are the leader and leading by example will help your whole team meet its individual and collective goals.

It's never too late to get back in the game.

Motivation and inspiration are at the heart of a re-booted rainmaking effort. "Motivation and inspiration energize people," says Harvard Business School professor and authority on leadership and change, John P. Kotter. "Satisfying the need for achievement, sense of belonging, recognition, self-esteem, a feeling of control over one's life and the ability to live up to one's ideals, elicit a powerful response," he says. Motivation and inspiration start with communicating a clear (and optimistic) vision for the future and setting doable goals. (Here comes that written plan again.)

You can motivate yourself and inspire those around you by taking time to plan. If you are stuck on how to get started, begin by writing out a short description of your vision for this year, then share that vision with your team while also giving them the tools to build their own plan to achieve that vision.

If you are a regular reader of this blog, you will have seen the Business Development Plan included in the last edition. I'm publishing it again below in case you missed it. (You can also view it as a pdf file here: RTB 2012 Jump Start Biz Dev Plan.pdf.) Based on a system I developed to help clients achieve world-class rainmaking results, I am pleased to make it available for sharing with your team. 

All the best for a record-breaking year!

Robin

(Want to make a comment? Click the title above to go to the RTB blog homepage. Scroll down and follow the prompts to leave your comment.)

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Raising the Bar

2012 Business Development Jump Start Planner

Instructions

This fill-in-the-blank exercise should take a half hour (or less) to complete.

 (If you would like a Word version, email me at rhensley@raisingthebar.com)

 

1. I will complete this form within ___________ days. (I suggest that your goal be within 7 days. Pend this on your calendar now to check yourself in 7 days. RTB will even send you a reminder in 7 days to remind you of your commitment to yourself. Note: If you have not completed this form by then, you just may need a coach J or a partner to hold you accountable so that you will complete the form and review it at least weekly.)

2. My three primary target clients for this year are:

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

3. For each most important prospective or existing client fill in the following:

I will meet with (prospective client/existing client) ______________________ by (date) ________________ for the purpose of ____________________________.

I will do research on (prospective client/existing client) by _____________ (date).

The three most important needs of this person are:

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

I will ask the following questions of this person during my meeting:

__________________________________________________________________________?

__________________________________________________________________________?

4. The advances I will work toward during phone calls or meetings are:

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

5. I will ask _________________, my primary contact at _______________ (client firm), to introduce me to two new people who work for that same client firm. (This is designed to expand your contacts with an existing client.)

6. I will reduce my reliance on __________________ (client) from ____ percent of my revenues down to _______ percent.

7. I will conduct ______ (number) client satisfaction interviews with my clients this year. I will start with clients (list at least three) ___________, ____________, and ____________ in the first quarter; and (list at least two) ________________ and ______________in the second quarter. I will do these in person.

8. I will meet with _____ (number) prospective clients this quarter. These are people I know, but for whom I am not doing any business.

9. I will devote ____ hours to marketing and business development each week of this year. I will diligently keep track of the time I invest in this area.

10. I will meet with _________ (number) people in my network each quarter of this year. I will start by meeting with ______________, _________________, and _____________.

11. I will meet with _____ (number) of my partners each quarter of this year. I will start by meeting with __________ by February 1, ____________ by February 15, and ________________ by March 1, etc.

12. I will meet or speak with ____ (number) referral sources each quarter of this year. I will start by calling _________________ by January 30. The questions I will ask are:

_________________________________________________________________________?

_________________________________________________________________________?

_________________________________________________________________________?

13. I will write ____ articles this year and place them in publications that my clients read. My target publications are ______________________ and _____________________.

14. I will speak ___ times during the year at industry or trade conferences where my prospective clients congregate. (Related questions: Where am I currently scheduled to speak and on what dates? How do I get on the agenda for those conferences? Do I know the name of the chair of the speakers committee? If not, can one of my clients or partners make an introduction or sponsor me as a speaker?)

15. I will learn the following new skills this year that will increase my value to the market. (For instance, I will learn about capital funding in the biotech field to better serve the needs of my environmental clients. I will learn how to use LinkedIn so I can better communicate with my referral sources.)

___________________________________________________________________________

___________________________________________________________________________

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16. I will call dormant clients ______________ and _______________ by _______(date) to ask them if they would like to receive the firm newsletter; or ask them to join a group/organization or speak to a group to which I belong.

17. My accountability partner to achieve the above is ____________________________.

We will talk by phone at _____________ a.m./p.m. each _____________(choose a day of the week).

 

 

 

OMPs get some love from the New York Law Journal

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Thank you to the New York Law Journal for helping us shine a light on the numerous and daunting challenges OMPs face in staying motivated and on course in today's environment while still making it rain. "Firms can't just rely on reputation and referrals, anymore. They have to make business development a priority and help their team hone client development and management skills," says David Schaefer, New York Office Managing Partner at Loeb & Loeb LLP.

The good news is that it is never too late to get back in the game. Read the full article, "Making It Rain: How to Develop and Motivate Office Managing Partners" here but hurry, it will be posted for today only.

Until next time,

Robin


MPs, OMPs and PTLs need a little TLC

Thumbnail image for iStock_000001118967XSmall.jpgAfter more than 16 years providing business development coaching and with 40 percent of my practice devoted to coaching law and accounting firm managing partners and other firm leaders, I have found that MPs, OMPs and PTLs need more than a traditional coaching program. They need an approach that is unique to their situation. That is why I am so pleased to introduce new programs designed specifically for them.

Three keys to improved results

A focus on business development and business management and productivity is the best way to produce results that will be felt throughout the firm. For practice leaders charged with increasing their firm's profit picture, rainmaking is often pushed to the back of a long list of to-do's, especially now with an economy that is forcing everyone to do more with less. The good news is that coaching has proven to produce one of the highest returns on dollars invested of all marketing tactics implemented by professional service firms.  

Custom super rainmaker programs are tailored to fit

Raising the Bar's new Super Rainmaker programs for law and accounting firms are designed to increase office and originating revenues, improve productivity and maximize management effectiveness. These custom one-on-one Super Rainmaker Coaching Programs for Managing PartnersOffice Managing Partners, Practice Team Leaders and Super Rainmakers are delivered over 18 months. Firm profitability leaders will learn how to more effectively increase office revenues while also increasing their firm’s originating revenues, by bringing in business and handing it off. Increased efficiency and productivity, improved business management skills and an emphasis on achieving both business and personal goals will re-energize their work life.

Core programs remain

In addition to our new programs, Raising the Bar will continue to offer its core personal business development coaching programs to lawyers and CPAs who seek to manage their non-billable time to more effortlessly build their book of business, position themselves for advancement and finally feel good about marketing. 

If you'd like to learn more about these programs, email me at info@raisingthebar.com.

Until next time,

Robin

(Want to make a comment? Click the title above to go to the RTB blog homepage. Scroll down and follow the prompts to leave your comment.)