Almost every leader of a business of expertise has a moment when they realize their delivery team—account managers, project managers, developers, engineers, consultants or advisors—could be a source of instant scale to their sales efforts. Inspiration tends to hit in moments of sales stagnation or decline. If you’re considering enlisting your delivery team in your
At the highest level of pricing centralization and, I believe, value-and-profit creation, here’s how account leaders and a value council should work together
Blair remembers what it was like when he was an account person himself, and David shares five ways firms can treat their account people better.
David and Blair take turns asking each other questions about what they each would do differently if they were going to start a new firm today based on what they know now.
Blair gives David some homework to identify patterns in the principals of creative practices who are successful and have that “je ne sais quoi.”
Blair interviews David on what each of the three levels of success in running a creative firm looks like.
There are seven patterns that almost all principals are guilty of. When David and Blair point them out, it lead their clients to say, “you must have hidden cameras in my office!”
David and Blair compare each other’s competitiveness and then offer some specific ways principals can actually collaborate with their competitors as a part of building beneficial business relationships.
I’m pretty sure I can show you the levels of financial success you’ll move through in your career. I can’t predict how far you will go, but by reading the descriptions of the levels you’ll be able to see where you are on the journey and what lays ahead.
I was working with a WWP client recently, and as we discussed a range of topics I heard a common refrain, one I’ll call the entrepreneur’s educational lament: “I train my employees, and once they learn all these skills they take them and go work for my competitors.”
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