They Got the Strategy Right in 2 Days —It Took a Year to Learn This

Outcomes from two firms I led through strategic planning in the past year:

• Firm A:
  • Successfully retired two senior partners, added seasoned tax professionals, advanced the build out of their niches, created robust performance management guidelines for all levels in the firm
• Firm B:
  • Named the next managing partner, two future partners identified and developed, AI policy and technology committee created, core values refined and visibility shared with the whole firm

When we met again this year for our annual strategic planning event, after celebrating these wins I asked, “What did you learn that will make you better at this next year?”

Four lessons came up on their flip charts that are telling about how change really happens:

1. Planning is the easier part. One team had IMPLEMENTATION MATTERS in capitals across the top of their flip chart. The other team’s notes connected to the same idea. Both firms left last year focused on what they needed to do. After a year, they were more focused on how they get things done as a group. Strategic priorities can be chosen in about 45 minutes – executing them takes alignment, candor, and follow-through for a year. That’s the work many firms shy away from – and the reason firms bring me back each year to hold them accountable to it.
2. Clear expectations alone aren’t enough. One team’s chart told a story in three lines: poor performers can drag us down, so set clear expectations… and then circled, “strong enforcement is also needed!” They told me they got better at improving or cutting ties with underperformers faster, and were relieved about it. Not having any expectations will gut your performance, but even clear expectations without accountability is just lip service.
3. It’s okay to not be unanimous. A breakthrough was unlinking group decisions from unanimous agreement. “OK to disagree” went on their flip chart. For a lot of partner groups, this is a big realization. If every decision needs everyone’s agreement, you are tethered to your most reluctant partner. These leaders learned to disagree in the room, decide anyway, and walk out on the same page. That’s mature governance that can exponentially speed up a firm’s rate of positive change.
4. Small decisions compound. The managing partner of one firm coined a gem, “1 small decision… keeps building.” Neither firm transformed through one dramatic initiative – yet progress came from their many small decisions adding up. During the year they were, “intentional to make time for this.” and a year later their firms was building towards a brighter future on a stronger foundations.

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Their lessons weren’t about the latest AI tool or merits of an offshoring platform – they’re about people. How teams interact with each other is far more predictive of your success than just having a plan pointed in the right direction.

Both teams had real wins this year as shown above, but the bigger asset they gained was upgrading their leadership team’s ability to make change together.

If you read all this and are thinking “I know what to do — I just can’t get my partners to move,” you’re not alone and you don’t have to solve it through sheer force of will. That’s the conversation I have with managing partners constantly. Email me at matt@rosenbergassoc.com, and we’ll spend 30 minutes on your specific logjam and generate ideas on how to fix it.