Advisors are quick to seek efficiency in their firms, but they may not be as swift to realize how their own actions (or inaction) can impede office operations. Take this typical scenario: A practice with three advisors and seven support staff has documented procedures for all of the firm’s core processes. Some of the processes work all of the time, and some work almost all the time, but one doesn’t work well at all. Upon further examination, the team discovers that the dysfunctional procedure is actually excellent—when it is followed. More often than not, however, the advisors drop the ball, affecting the other steps in the process and causing it to break down.
Unfortunately, when it comes to implementing firm procedures, advisors often become “the hair in the sink,” or the obstacle that clogs up the works. Most of an office’s activities revolve around client review meetings, which involve both advisor and staff work. Because so many of their tasks intertwine, advisors and staff alike must follow standardized procedures to keep the firm running like a well-oiled machine. Particularly in multi-advisor practices, successful implementation of documented procedures is key to achieving true efficiency and scale.
From Documentation to Implementation
The first article in this three-part series, “Unchecked Growth,” (September 2011) discussed how to transfer a flowcharted process to a user-friendly checklist, a simple format that promotes consistency, is easy to update, and smoothes the transition when there is employee turnover. The second article, “Want a More Efficient Practice? Examine Your Core Processes,” (October 2011) detailed how to identify your firm’s core processes and how to get your entire team involved in flowcharting them.
In a nutshell, the documentation technique goes like this:
1. Identify your firm’s core processes.
2. Flowchart each process.
3. Document the processes in checklist format.
But the path to office efficiency doesn’t end there. Once you have documented procedures in place, you need to implement them. While following a checklist seems easy enough, implementation challenges arise more often than you might think. Here are just a few of the problems that can derail even the most well-documented procedure:
- For any number of reasons, the advisor or another team member may fail to perform his or her assigned role in the process.
- Over time, as the firm acquires new clients, the workload for individual team members may become too great.
- Breakdowns may occur at especially busy times of the year, such as tax season.
- Particularly complex processes may not be understood by the entire team.
- A team member may neglect to share new information or communicate a change that affects the process.
To illustrate some of these implementation challenges, let’s look at a few real-life examples.
Implementation Problem No. 1: Things Get Busy
With the help of his well-trained staff, Joe Advisor runs a busy practice of 350 households. That means a lot of review meetings, each of which requires preparation and follow-up. Joe conducts most of the reviews during a few specific months, typically seeing four clients per day. According to the firm’s follow-up process, he uses Copytalk to dictate the minutes after each meeting, and the dictation is entered directly into the firm’s CRM system. Staff then use that information to create a summary letter for clients, which details follow-up items.
Although the firm’s process works well most of the time, it breaks down about once every two weeks during the months when Joe conducts reviews. The team identifies the root cause of the breakdown as a delay in dictating minutes from client meetings. During the busy months, Joe sometimes fails to complete the dictation immediately following the meeting. Distracted by other tasks, he becomes the proverbial hair in the sink: The CRM system isn’t updated, staff can’t begin their follow-up activities and summary letters don’t go out. If too much time passes, Joe may even forget some of the specific details of the meeting, especially with four appointments per day.
Solution: Pinpointing where a process breaks down is relatively easy when you use the checklist format. To remedy the situation, Joe and his team might brainstorm solutions such as:
- Joe does the dictation at the end of the meeting with the client in the room. This allows him to get the dictation done, reinforces the follow-up actions and provides a preview of the summary letter the client will receive in the near future.
- Change the scheduling from four appointments per day to three.
- Block out time after each review meeting for Joe to complete the dictation.
- Joe agrees to prioritize this critical step, no matter how busy he is.
- A staff person joins in on the last 10 minutes of the meeting, Joe summarizes everything and then the staff member handles the follow-up.
In this scenario, there are a wide variety of possible workflow changes. The important thing is for the team to identify the bottleneck in the process and decide on a practical solution together.