1. Planning a Self-Run Retreat Rex Gatto, Ph.D. Gatto Associates, LLC 412-344-2277 www.rexgatto.com

2. Outline Getting ready the right way Planning Discussion during the meeting Running Action to ensure success Follow-up

3. Outline Getting ready the right way Planning

4. Planning a self-run Retreat system process to achieve an objective; method of doing something that is worked out in advance, arrangements Planning To accomplish something, perform it without restraint Self-run Seclusion from the normal activities, meditation, quiet time, avoid danger Retreat

5. Let’s Change the Name Planning a Self-Run Firm Advancement Advancement: promotion (staff), moving ahead, progress or development (of your firm) Use of money for a beneficiary before the person is entitled to it (money used in the right way to support your firm, staff and clients i.e. CPE)

6. Questions  Are partners ready for an Advancement meeting?  Is there a willingness to be open and express and listen to ideas?  Will partners be held accountable to take action based on the Advancement meeting?

7. Questions  Willingness to bring up difficult issues and working through deadlocked issues (partners face each other)  Identifying the right people to lead the firm  Discussing staff’s readiness for: promotion, development and those who need to leave the firm

8. Why Hold a firm Advancement ?  Continue to ensure partners are doing the right things  Address serious firm issues or problems  Creatively address issues together  Make decisions about the firm and or staff  CPE

9. Why Hold a firm Advancement ? #2  Establish a plan for success  Discuss and focus on needed change  Improve relationships within the firm  Steer the firm toward the North Star

10. Do not Hold a firm Advancement ? If you are:  Having a meeting because we always have (play golf)  Making a partner problem a firm problem  Permitting the managing partner to make a day-long presentation  Meeting to reward partners for a profitable year  Creating a hidden agenda (blindside)  Not going to follow up

11. Logistics and preparation  Create a Meeting Advancement Committee (MAC)  Ensure the purpose for the Firm Advance Meeting is Clear  Establish meeting expectations and results (partners, managers, staff and admin)  Establish whether or not an outside facilitator is needed  Collect information about the firm and or partners  Find the right location ( meeting space, dinner, networking and events)  Establish a clear Agenda with topics and time (ensure partners understand the common purpose for this meeting)

12. Logistics and preparation #2  Appoint topic leaders and indicate their responsibilities  Ensure topics will be adequately covered and discussed  MAC should discuss possible outcomes, ramifications and consequences of topics (i.e. merger, staff)  Send the agenda, expectations and all info (facilitator’s background) to everyone in the firm (no secrets)  Record keeping process, how will notes be kept and memorialized (flip chart or index cards)

13. Logistics and preparation #3  Meeting process: large and small discussion groups and reporting back (flip chart or index cards), identify points of agreement and disagreement  Hold the meeting, collect and memorialize notes, debrief and send general discussion outcomes to everyone in the firm  Partners communicate to staff what was accomplished (if this is playing golf then don’t call it a meeting)  Accountability and follow up actions

14. Collecting information  Write goals for the Advancement meeting (what will be the results – measured – projected outcomes)  Use a survey to assess the present levels of performance within the firm  Use a 360˚partner assessment to measure partner performance

15. Collecting information #2  Compile all of the reported data, write a summary prior to the advancement meeting  Ask for strengths and areas of development  Identify follow up action for partners, committees and niches  Is the firm ready for growth?

16. Let’s Explore We will discuss each of the following points  Goals  Firm Survey  Partner 360˚ feedback  Data on the firm (CPA affiliate association)  Follow up action

17. Goals  Succession planning (developing future leaders, present leadership)  Find and retain the right people for our firm  Marketing – Practice Development  Managing engagements (performance and efficiency, WIP)  Partner accountability  Clients (who should we keep)

18. Firm Survey questions on staff

20. . 360° Assessment

21. Partner/Manager Assessment

22. Narrative response

23. Summary

24. Summary

25. Data Compiled Feedback

26. Action Plan  What will you now do differently?  What actions can you maintain or enhance?  What actions can you change?

27. Setting goals

28. Outline Discussion during the meeting Running

29. Three Stages to Build a Firm Culture Three Stages to Build a Firm Culture Firms can be placed in one or more of the three stages of firm development. Think of your firm: in which stage or combination of stages is your firm? It is important to know which stage your firm is in to plan for your meeting and hold effective discussions.

30. Three Stages to Build a Firm Culture Three Stages to Build a Firm Culture Stage 1: Improving the firm  Improving the firm through planning and hiring the right people; planning for growth  Energizing the firm through: the ability to develop people and inspire them to move mountains

31. Stage 1 Actions Stage 1 Actions Stage 1: Improving the firm  Set clear firm goals for the next year – communicate quarterly  Each partner is to submit 3 areas of development  Have continual updates and individual and firm accomplishments

32. 3 Stages to Build a Firm Culture Stage 2: Firm culture is strong  Through each partner’s work, a one- culture firm is created  Structure of the firm is established and working well (what and how of your work)

33. Stage 2 Actions Stage 2 Actions Stage 2: Firm culture strong  Succession plan is established  Clarify niche goals and how they support firm goals  Focus on client development

34. 3 Stages to Build a Firm Culture Stage 3: Firm is Growing  Growth and development of all the people in the firm; developing future leaders of the firm (mentoring)  Morale within the firm is high; firm is profitable

35. Stage 3 Actions Stage 3 Actions Stage 3: Firm growth  Look for expansion opportunities  Ensure the partners are continually and consistently using feedback  Focus and capitalize on maintaining the strong firm presence

36. Discussing the Four Key Initiatives within a Firm Individuals Talent Personality Initiative Business Opportunities Skills Development Job engagement experience CPE Assess skills Practice Development Communication /morale Partners Direction of the firm Making decisions Optimize firm - investment Leadership/role model Business ability Firm Community relationships Retention of right people Profitability Niche – staffed correctly Culture

37. Partners as Role Models  Leadership, not be a manager  Work Life Balance  Competent  Compassion  Confidence  Ethical (integrity)

38. Balancing Work, Family, Self

39. Discussion on “Why Staff Stay with a Firm” A strong relationship between partner and staff, loyalty, job satisfaction and retention; and ethics, values, and integrity Review reasons given to join your firm General responses  Values and culture 58%  Compensation 23%

40. Career and Succession Planning  Know each individual’s abilities (me)  Look for opportunities for your firm (we)  Match staff careers to what the firm offers (we)  Identify staff readiness (firm growth)  Partners continually talk with partners (we)  Look at alternative scenarios for the career plans  Create a Talent Balance (technical and people)

41. Competitive Edge for your firm  Open lines of communication  Have better understanding of perceptions and sentiments of managers and staff  Ensure key people are retained  Continue desired firm culture  Create greater success in development of future leaders

42. Why a firm Keeps staff? The Staff needs to:  Develop people skills  Develop leadership skills  Learn to manage a diverse workforce  Retain and motivate the right people

43. Outline Action to ensure success Follow- up

44. Measuring the Results Did the Advancement Meeting:  Help change the firm’s strategic direction?  Resolve conflicts or address confusion?  Create solutions to address problems?  Put partners on the same page?  Improve working relationships

45. Measuring the Results #2 Did the Advancement Meeting:  Give partners the opportunity to demonstrate maturity and that they should continue as a partners in the firm?  Create a common bond, language, point of view or framework established through engaging conversation? Did people listen?  Establish a clear collective vision for the firm?

46. Follow up actions Present and future leader development is on going Responsibilities focus on Accountability Achieve a strategic, competitive edge in the marketplace through your people Develop a talent pool for succession planning and firm consistency Retain and motivate your staff and admin

47.  Empower staff development  Ask questions, listen and empathize key actions  Reinvent the firm through mentoring; continue to focus on success  Leverage the team process  Mentor-Coach Follow up actions #2

48. Partner and staff should have an opportunity to:  Develop a career plan  Develop an enhanced work plan (job enrichment)  Be rewarded the right way Personnel Development

49. Benefits From Firm Advancement Benefits are identified in three key areas:  Continual firm growth  Partners work well together and lead the firm  Staff is developing and feel a part of the firm

50. Benefits to staff  Enhance communication skills  Build rapport  Develop sensitivity towards others  Rethink and re-experience the firm with renewed spirit  Support and develop each other

51. Benefits to the firm  Reduce turnover of effective, right employees  Strengthen the firm culture  Pass core values from generation to generation  Achieve cohesiveness and consistency in the firm  Develop future leaders

52. Benefits to the firm  Establish goals  Improve performance  Build rapport and teamwork in each niche or department.  Have a greater sense of involvement and belonging to the firm – increased job related satisfaction  Be provided with a safe environment for growth, learning and development

53. Action Planner  Set clear and measurable Goals  Plan for the unknown  Weekly self-updates  Career Plan  Coaching phases

54. Outline Getting ready the right way Planning Discussion during the meeting Running Action to ensure success Follow-up

55. Summary  Purpose for the Advancement Meeting is to create a direction for the firm  Ensure the firm strengths and development process are established and clear  Longevity of the firm is assured  Network, relax and have fun