Cracking the Code:
10 Dysfunctions
Holding Professional
Service Firms Back
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30 Strategies to Turn Around Your Dysfunctional Firm
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It's Challenging Running a
Professional Service Firm
On top of the unrelenting stream of work, there are constant legislative changes, capacity issues due to problems attracting and retaining quality staff, new technology to navigate, new service lines to implement and finding the time to build capabilities to stay ahead of the competition.
When combined these elements can become overwhelming, driving dysfunctions that hold a firm back.
With this market dynamic (regardless of whether a firm is under-performing or achieving solid results), often there's a pervasive malaise caused by a lack of leadership engagement in firms. One could blame the leftover shadow of the challenging COVID years, compounded by the subsequent rise in workload and pace of change.
But for many firms, these challenges were simmering years before the pandemic and some leaders are simply exhausted by change. They still want to achieve solid financial returns, but now question their level of life balance and future in the firm or industry. As many firms are consensus-driven this causes frustration for managing partners who also question their own future pathway.
Does any of this sound like you or your firm? If so, you are definitely not alone.
Download 30 strategies to address the 10 dysfunctions of professional service firms here.
What are your dysfunctions?
If you've completed the 'Ten Dysfunctions of a professional Service Firm' diagnostic look at your top three weak areas and match them with the 'turn around' strategies. For example if 'Ineffective Leadership' is one of your areas of weakness review the strategies and think about how you can apply them in your firm.
Haven't completed the diagnostic? Take five minutes to do so here.
