MANAGING RELATIONSHIPS FOR CLIENT AND EMPLOYEE · PDF fileMANAGING RELATIONSHIPS FOR CLIENT...

MANAGING RELATIONSHIPS

FOR CLIENT AND EMPLOYEE

RETENTION:

Achieving Your Goals While

Helping Others To Achieve Theirs

CPA LEADERSHIP FORUM

CHAD COOK

KATHERINE BURIK

1

© Cook Consulting LLC The Interview Doctor, Inc. ® 2013 All Rights Reserved www.cookconsulting.biz 330-329-3137

2Hugh MacLeod at Gapingvoid.com© Cook Consulting LLC 2013 All Rights Reserved www.cookconsulting.biz 330-329-3137

http://gapingvoid.com/

Why are some people easier

to get along with than

others?

1. Some people are more outgoing,

like me

2. Some people are quiet, like me

3. I am not sure

4. I never noticed

3

QUIZ

© Cook Consulting LLC 2013 All Rights Reserved www.cookconsulting.biz 330-329-3137

LET’S DEFINE OUR TERMS

RELATIONSHIPS

T h e w a ys i n w h i c h

yo u r c o m p a n y

c o m m u n i c a t e s a n d

d e a l s w i t h e x i s t i n g

c u s t o m e r s a n d

e m p l o ye e s

4


LET’S DEFINE OUR TERMS

RELATIONSHIPS

T h e w a ys i n w h i c h

yo u r c o m p a n y

c o m m u n i c a t e s a n d

d e a l s w i t h e x i s t i n g

c u s t o m e r s a n d

e m p l o ye e s .

RETENTION

A n e f f o r t b y b u s i n e s s

t o m a i n t a i n a w o r k i n g

e n v i r o n m e n t w h i c h

s u p p o r t s c u r r e n t s t a f f

( a n d c l i e n t s ) i n

r e m a i n i n g w i t h t h e

c o m p a n y.

w w w . b u s i n e s s d i c t i o n a r y . c o m

5


ASSUMES AN EFFORT

Follow-up

Communications

Appreciation

Personal relationships

6


REQUIRES…

Involvement

Awareness

Curiosity

Regular contact

7


Why do

clients and

employees

leave?

8

LET’S TURN THE

QUESTION UPSIDE DOWN


WHY CLIENTS LEAVE

Reason %

Die 1%

Move away 3%

Follow a friend to a

recommended supplier

5%

Better price or product 9%

Dissatisfaction 14%

Business indifference 68%

9

Kennedy, Daniel, The Ultimate Marketing Plan: Find Your Most Promotable Competitive Edge,Turn it into a

Powerful Marketing Message, and Deliver it to the Right Pro; Adams Media Corporation, 1997


WHY CLIENTS LEAVE

Reason %

Die 1%

Move away 3%

Follow a friend to a

recommended supplier

5%

Better price or product 9%

Dissatisfaction 14%

Business indifference 68%

10

Out of your control

Within your control

Kennedy, Daniel, The Ultimate Marketing Plan: Find Your Most Promotable Competitive Edge,Turn it into a

Powerful Marketing Message, and Deliver it to the Right Pro; Adams Media Corporation, 1997


EXPLORE SATISFACTION

11

CPA Journal May 2002: “Why the Fastest Growing Companies Hire and Fire Their Audiors”

By H. Lon Addams and Anthony Allred

What is the

common

element?

Reason

Meet deadlines

Personal integrity

Quality of work

Return phone calls

Expertise

Attention


COMMON ELEMENT…

Reason

Meet deadlines

Personal integrity

Quality of work

Return phone calls

Expertise

Attention

12

CPA Journal May 2002: “Why the Fastest Growing Companies Hire and Fire Their Audiors”

By H. Lon Addams and Anthony Allred

Relationships


RETENTION IS IMPORTANT

CCH Accounting Firm Client Survey 2010:

“Key component of client

retention is client satisfaction”

13

2012 Survey: CCH Accounting Firm Client Survey: Improving Retention Through Better Client

Connections”, www.cpatrendlines.com


RETENTION IS IMPORTANT

CCH Accounting Firm Client Survey 2010:

Keeping the right clients satisfied and

finding new ways to serve them better

must be at the center of a firm’s

strategy and everyday execution to

remain successful and profitable –

especially in challenging economic times.”

14




15

“Key component of client

retention is client satisfaction”




REASONS TO LOSE CLIENTS

Findings from the 2010 CCH Survey: Improving Retention through Better Client Connections”

16

Reason

Not aware of client’s needs

Staff can’t deliver efficiently

Firm charging more than value delivered

Firm not leveraging technology

Firm not up to date on regs

Firm financially unstable

Firm doesn’t offer needed services

Lost trust in ability to deliver quality services

Firm not efficient

Firm cannot recruit and retain talent


REASONS TO LOSE CLIENTS

Findings from the 2010 CCH Survey: Improving Retention through Better Client Connections”

17

Reason

Not aware of client’s needs

Staff can’t deliver efficiently

Firm charging more than value delivered

Firm not leveraging technology

Firm not up to date on regs

Firm financially unstable

Firm doesn’t offer needed services

Lost trust in ability to deliver quality services

Firm not efficient

Firm cannot recruit and retain talent

Relationships


REASONS EMPLOYEES LEAVE

1. Poor management

2. Lack of career growth and

advancement

3. Poor communication

4. Pay

5. Lack of recognition

6. Poor senior leadership

7. Lack of training

8. Excessive workload

9. Lack of tools and resources

10. Lack of teamwork

18http://iaap-hq.org/ResearchTrends/Real_Reasons_Why_Employees_Leave.htm


REASONS EMPLOYEES LEAVE

1. Poor management

2. Lack of career growth and

advancement

3. Poor communication

4. Pay

5. Lack of recognition

6. Poor senior leadership

7. Lack of training

8. Excessive workload

9. Lack of tools and resources

10. Lack of teamwork

19http://iaap-hq.org/ResearchTrends/Real_Reasons_Why_Employees_Leave.htm

Relationships


Lots of research estimating cost

of replacing lost customers or

employees

Does it matter?

20

COST OF ENGAGEMENT


Replacing existing customers or employees is expensive

21

BOTTOM LINE


The most important single

ingredient in the formula of

success is knowing how to get

along with people .

- Theodore Roosevelt

22


Bad things happen when we can’t or don’t get along

23

ITS ABOUT RELATIONSHIPS


Nothing is perfect. Life is messy.

Relationships are complex.

Outcomes are uncertain. People

are irrational .

- Hugh Mackay

24


Tactics: • Reduce conflict

• Increase satisfaction

• Be more aware

25

OUR GOAL: INCREASE CUSTOMER

AND EMPLOYEE SATISFACTION


Relationships are the key – Need to understand human behavior

26

DO IT THROUGH PEOPLE


IT’S ABOUT BEHAVIOR

27


Styles

Perspectives

Satisfactions

28

ACKNOWLEDGE DIFFERENCES


BEHAVIOR IS PREDICTABLE

Habitual

Reinforced

through practice

29


Body language

Use of space

Voice

30

NON VERBAL


TRANSLATE SILENT

MESSAGES

Instinct

Experience

Knowledge 83%

31


Successful

relationships

start with good

communications

32


Versatile

Adaptive

Flexible

33


Learn about

others’

needs and

preferences

Be open

34


Empathetic

Build genuine rapport

Trust

35


Ask for feedback

36


Open up genuinely

Candor and sincerity

Empathy

37


Born that way

Can’t change but can adjust

38

CONNECT FROM DIFFERENT PERSPECTIVES


I f your emot iona l ab i l i t i e s aren ’ t in

hand, i f you don ’ t have se l f-awareness , i f

you are not ab le to manage your

di stress ing emot ions , i f you can ’ t have

empathy and have e f fect i ve re lat ionsh ips ,

then no matter how smart you are , you

are not go ing to get very far .

- Daniel Goleman

39


ULTIMATE GOAL

Role model

Seek to understand

Show respect

40


First need to understand ourselves so can see in each other

41

EXPLORING BEHAVIOR


Variation on a spectrum

42

DIFFERENT WAYS TO

COME AT THE WORLD


Driving behavior

Expressive behavior

Amiable behavior

Analytical behavior

43

PUT IT ON AN AXIS

Low

Dominance


Low

Relationships

High

Relationships

High

Dominance

Driving behavior

Expressive behavior

Amiable behavior

Analytical behavior

44

PUT IT ON AN AXIS

Low

Dominance

How about

you?

Where are

you on the

spectrum?


Low

Relationships

High

Relationships

High

Dominance

Driving behavior

Expressive behavior

Amiable behavior

Analytical behavior

45

PUT IT ON AN AXIS

Low

Dominance

Reserved


Low

Relationships

High

Relationships

High

Dominance

Driving behavior

Expressive behavior

Amiable behavior

Analytical behavior

46

PUT IT ON AN AXIS

Low

Dominance

Yields to

others


Low

Relationships

High

Relationships

High

Dominance

Action

oriented

Driving behavior

Expressive behavior

Amiable behavior

Analytical behavior

47

PUT IT ON AN AXIS

Low

Dominance

Yields to

others

Reserved


Low

Relationships

High

Relationships

High

Dominance

Action

oriented

Driving behavior

Expressive behavior

Amiable behavior

Analytical behavior

48

EVERYONE IS DIFFERENT

Low

Dominance

Task oriented

Not as aware of

other people or

their feelings

Reserved

Action

oriented

Yields to

others


Low

Relationships

High

Relationships

High

Dominance

Driving behavior

Expressive behavior

Amiable behavior

Analytical behavior

49

MAKE A DIFFERENCE

Low

Dominance

Impacts:

• Way I am

viewed

• Relationships

• Ability to get

things done

through

people


Low

Relationships

High

Relationships

High

Dominance

Expressive III Amiable II

Behavior Patterns I-IV The concept of interpersonal style is built on

the belief that people can learn to improve

their relationships to the benefit of themselves

and others.

This overview booklet is designed for use with

the Interpersonal Style Profile, a personal

feedback instrument that provides an accurate

picture of how a person is perceived by others

based on two dimensions of behavior;

dominance and sociability.

An awareness of one’s interpersonal style

along with guidance on how to apply

relationship-building applications can help a

person improve his or her effectiveness in a

variety of situations.

Driving I Analytic IV

BEHAVIOR PATTERNS

50

More details in the

workbook


Analytical behavior

Driving behavior

Amiable behavior

Expressive behavior

51

ADD PERSONAL STYLE

TO THE MATRIX

Low

Dominance


Low

Relationships

High

Relationships

High

Dominance

Analytical behavior

Driving behavior

Amiable behavior

Expressive behavior

52

NO RIGHT OR WRONG

STYLE

Low

Relationships

High

Relationships

High

DominanceLow

Dominance

Everyone has some elements

of all four styles


CAN GET REALLY

DETAILED IF YOU WANT

D1 C1 B1 A1

Deliberative-

analytical

Analyzer-tactician Organizer-operator Directive-driver

D2 C2 B2 A2

Designer-organizer Initiator-

implementer

Administrator-

supervisor

Strategist-producer

D3 C3 B3 A3

Supporter-clarifier Relator-manager Explorer-developer Motivator-doer

D4 C4 B4 A4

Counseling-amiable Facilitator-protector Mentor-facilitator Imaginer-expressive

53

© Cook Consulting LLC 2013 All Rights Reserved www.cookconsulting.biz 330-329-3137

STYLE

PATTERNS

DRIVING EXPRESSIVE AMIABLE ANALYTIC

54



Relationships are

collaborations

between different

styles

Everyone is different

Need a balance of

behavioral styles to

function smoothly

55

Low Relationships

Low

Dominance

Precise

Logical

Matter-of-fact

Analytical

Needs data

Tasks

Accurate

Detail oriented

Thorough

Time disciplined

Competitive

Aggressive

Decisive

Results Oriented

Move fast

Forceful

Control

Power

Impatient

Likes challengesHigh

DominanceSupportive

Helpful

Patient

Modest

Eager to help

Loyal to team

Trustworthy

Shares feelings

Stable

Likes security

Talkative

Stimulating

Optimistic

Lively

Spontaneous

Energetic

Enthusiastic

Positive

Takes risks

Persuasive

High Relationships

Analytic Driving

Amiable Expressive


Low Relationships

Low

Dominance

Precise

Logical

Matter-of-fact

Analytical

Needs data

Tasks

Accurate

Detail oriented

Thorough

Time disciplined

Competitive

Aggressive

Decisive

Results Oriented

Move fast

Forceful

Control

Power

Impatient


DominanceSupportive

Helpful

Patient

Modest

Eager to help

Loyal to team

Trustworthy

Shares feelings

Stable

Likes security

Talkative

Stimulating

Optimistic

Lively

Spontaneous

Energetic

Enthusiastic

Positive

Takes risks

Persuasive

High Relationships


56

Circle 10 words

that describe you


Driving

Expressive

Analytic

Amiable

Low Relationships

Low

Dominance

Precise

Logical

Matter-of-fact

Analytical

Needs data

Tasks

Accurate

Detail oriented

Thorough

Time disciplined

Competitive

Aggressive

Decisive

Results Oriented

Move fast

Forceful

Control

Power

Impatient


DominanceSupportive

Helpful

Patient

Modest

Eager to help

Loyal to team

Trustworthy

Shares feelings

Stable

Likes security

Talkative

Stimulating

Optimistic

Lively

Spontaneous

Energetic

Enthusiastic

Positive

Takes risks

Persuasive

High Relationships


57


Driving

Expressive

Analytic

Amiable

Katherine’s words

58

I circled more words

mostly in this

quadrant:

1) I

2) II

3) III

4) IV

5) No real pattern – it

seems across the board

QUIZ TIME


Low Relationships

Low

Dominance

Precise

Logical

Matter-of-fact

Analytical

Needs data

Tasks

Accurate

Detail oriented

Thorough

Time disciplined

Competitive

Aggressive

Decisive

Results Oriented

Move fast

Forceful

Control

Power

Impatient


DominanceSupportive

Helpful

Patient

Modest

Eager to help

Loyal to team

Trustworthy

Shares feelings

Stable

Likes security

Talkative

Stimulating

Optimistic

Lively

Spontaneous

Energetic

Enthusiastic

Positive

Takes risks

Persuasive

High Relationships


59

How does your team

fit together?

Circle 10 words that

describe you

Put a √ next to 5 words for

each team member that

represents him/her best –

check individual words as

many times as you need


Driving

Expressive

Analytic

Amiable

60

My team and I are

mostly in the same

quadrant:

1) True

2) False

QUIZ TIME


Low Relationships

Low

Dominance

Precise

Logical

Matter-of-fact

Analytical

Needs data

Tasks

Accurate

Detail oriented

Thorough

Time disciplined

Competitive

Aggressive

Decisive

Results Oriented

Move fast

Forceful

Control

Power

Impatient


DominanceSupportive

Helpful

Patient

Modest

Eager to help

Loyal to team

Trustworthy

Shares feelings

Stable

Likes security

Talkative

Stimulating

Optimistic

Lively

Spontaneous

Energetic

Enthusiastic

Positive

Takes risks

Persuasive

High Relationships


61


Driving

Expressive

Analytic

Amiable

Katherine’s

colleagues

(Chad, Dan)

We balance each

other so we can

be more

productive

Talkative

Social

Optimistic

Positive

Spontaneous

Calm

Helpful

Modest

Eager to help

Matter-of-Fact

Low Relationships

Low

Dominance

Precise

Logical

Matter-of-fact

Analytical

Needs data

Tasks

Accurate

Detail oriented

Thorough

Time disciplined

Competitive

Aggressive

Decisive

Results Oriented

Move fast

Forceful

Control

Power

Impatient


DominanceSupportive

Helpful

Patient

Modest

Eager to help

Loyal to team

Trustworthy

Shares feelings

Stable

Likes security

Talkative

Stimulating

Optimistic

Lively

Spontaneous

Energetic

Enthusiastic

Positive

Takes risks

Persuasive

High Relationships


62


Driving

Expressive

Analytic

Amiable

How does your team fit together?

Are your team’s words grouped together in one quadrant?

What does the finished chart say about you and your team?

Talkative

Social

Optimistic

Positive

Spontaneous

Calm

Helpful

Modest

Eager to help

Matter-of-Fact

63

LET’S EXPLORE STYLES


DRIVING STYLES

Quick to act

Decisive

Likes challenges

Deals with difficult

issues quickly

Makes things happen

64


DRIVING STYLES

Quick to act

Decisive

Likes challenges

Deals with difficult

issues quickly

Makes things happen

65

ACHIEVEMENT© Cook Consulting LLC The Interview Doctor, Inc. ® 2013 All Rights Reserved www.cookconsulting.biz 330-329-3137

DRIVING STYLES

STRENGTHS

Results oriented

Forceful

Likes challenges

CHALLENGES

Poor listener

Insensitive

Unyielding

66


Katherine and

Owen

67

FOR EXAMPLE


WHAT WOULD YOU DO?

How can Katherine get

along better?

How can Owen work better

with Katherine?

68


STRATEGIES TO ADOPT

Clear, specific, brief

Focus on results

Be specific

Be organized

Facts with options

Support your conclusions

69


STRATEGIES TO AVOID

Vague

Don’t waste time

Personal, informal, casual

Careless with facts

Forceful

Personalize

70


AMIABLE STYLES

71

Supportive

Good listeners

Ask questions

Share personal

feelings and

emotions

Team players


AMIABLE STYLES

Supportive

Good listeners

Ask questions

Share personal

feelings and

emotions

Team players

SECURITY

72


AMIABLE STYLES

STRENGTHS

Good listener

Sensitive

Team player

CHALLENGES

Too trusting

Won’t confront

Too easy going

73


74

CHRISTINE


How can Christine get

stronger performance

from her team?

How to balance people

with tasks?

Mmmmm…..

75

WHAT SHOULD CHRISTINE DO?


STRATEGIES TO ADOPT

Candid, open, patient

Show personal interest

Responsive to ideas

Support teamwork and harmony

Ideas can be negotiable

Support win-win

76


STRATEGIES TO AVOID

Unstructured

Informal, too casual

Too general about your plans

Poor follow through

Too reliant on others

Unrealistic deadlines

77


EXPRESSIVE STYLES

Quick paced

Stimulating

Prefer

involvement

Take risks

Persuasive

78


EXPRESSIVE STYLES

Quick paced

Stimulating

Prefer

involvement

Take risks

Persuasive

79

RECOGNITION


EXPRESSIVE STYLES

STRENGTHS

Persuasive

Instinctive

Enthusiastic

CHALLENGES

Impulsive

Too general

Careless

80


ANTHONY

81


How can the team best

leverage Anthony’s

strengths and style?

How to balance people

with tasks?

Mmmmm…..

82

WHAT SHOULD HAPPEN?


STRATEGIES TO ADOPT

Be supportive

Stimulate

Discuss the other’s success

Seek their opinions about people

Include their ideas

Offer incentives for risk

83


STRATEGIES TO AVOID

Arbitrary or direct

Unyielding, unstructured

Too rigid

Waste time on formalities

Direct or forceful

Stick tight to plans

84


ANALYTIC STYLES

Seeks facts and data

Time disciplined

Problem solving

Conservative

Practical

85


ANALYTIC STYLES

Seeks facts and data

Time disciplined

Problem solving

Conservative

Practical

86

TO BE RIGHT


ANALYTIC STYLES

STRENGTHS

Thorough

Critical thinker

Detail oriented

CHALLENGES

Aloof

Poor improviser

Slow to make

decisions

87


HELEN

88


How can Helen

leverage her style to

grow the business

through people?

89

WHAT SHOULD HAPPEN?

Mmmmm…..


STRATEGIES TO ADOPT

Well prepared, agenda

Direct, orderly, patient

Be specific

Do what you say you will do

Schedule has action steps

The plan is critical

90


STRATEGIES TO AVOID

Unstructured

Informal, casual

Vague about expectations

Loose-ends, no follow

through

Rely on assumptions

Unrealistic plan

91


I f you deal with every customer in the

same way, you wi l l only c lose 25 to

30 percent of your contacts , because

you wi l l only c lose one personal ity

type .

But i f you learn how to effect ive ly

work with al l four personal ity types ,

you can conceivab ly c lose 100 percent

of your contacts .

- Rod Nichols

92


Recognize styles

QUICKLY

93

GIVE PEOPLE

WHAT THEY NEED


• More happier clients

• Retain employees

• Greater profitability

• More business

94

REAP REWARDS


Pick up the subtle differences so you can respond

95

WHAT IT LOOKS LIKE


Can see styles in action

96

THE WAY IT WORKS


Know how to respond

97

IN THE FACE OF CONFLICT


Still get things done

Takes all kinds of build a work relationship

98

DIFFERENT APPROACHES…


STYLE

S-T-R-E-T-C-H-I-N-G

IMPROVE OVERALL EFFECTIVENESS

99


You are socially

reserved but the

client is really

outgoing?

How do you give

the client what she

needs?

10

0

WHAT IF…


SOCIALLY RESERVED?

Say what you think

Be more personal

Strengthen relationships

Small talk

Contact frequently to stay

in touch

10

1


You are socially

outgoing but the

client is really

reserved?

How do you give

the client what she

needs?

10

2

WHAT IF…


SOCIALLY OUTGOING?

Talk less, listen more

Restrain enthusiasm

Make decisions on evidence

Acknowledge other opinions

10

3


You are not very

dominant?

How do you give

the client what she

needs?

10

4

WHAT IF…


LESS DOMINANT?

Volunteer opinions

Make clear points

Disagree occasionally

Initiate conversations

10

5


You are very

dominant?

How do you give

the client what she

needs without

overpowering?

10

6

WHAT IF…


MORE DOMINANT?

10

7


Listen without

interrupting

Talk less

Let other people talk

Allow others to take

lead

Stretch yourself to respond to their style

10

8

BE AWARE OF THE OTHER PERSON


IN THE WAY WE ASK QUESTIONS

10

9


110

IN THE WAY WE SUPPORT


ESPECIALLY IN THE

WAY WE USE TIME

111


AND THE WAY WE

HELP OTHERS DECIDE

112


Understand how to

respond to the

other person

Listen

Pay attention

Consistent

Willing to help

113

IT ALL COMES DOWN

TO TRUST


Trust is the glue of l i fe . It ’s the

most essential ingredient in

effective communication.

It ’s the foundational principle

that holds al l relationships.

- Stephen Covey

114


Raise your hands if

this session was

useful to you

116

SHOW HANDS


Katherine Burik, Partner, The Interview Doctor, Inc.®

www.InterviewDoc.com (330) 495-2337

117

Chad Cook, Chief Catalyst, Cook Consulting Group, LLC

www.CookConsulting.biz (330) 329-3137

© Cook Consulting LLC 2013 The Interview Doctor, Inc. ® All Rights Reserved www.cookconsulting.biz 330-329-3137

QUESTIONS?

http://www.interviewdoc.com/

http://www.cookconsulting.biz/

MANAGING RELATIONSHIPS FOR CLIENT

AND EMPLOYEE RETENTION

Be aware of your impact on others

Adjust your behavior style to achieve your goals

Help others to achieve their goals so everyone wins!

CPA Leadership Forum

118

Chad Cook, Chief Catalyst, Cook Consulting Group, LLC

W W W . C O O K C O N S U LT I N G . B I Z ( 3 3 0 ) 3 2 9 - 3 1 3 7

Katherine Burik, Partner, The Interview Doctor, Inc.®

W W W . I N T E R V I E W D O C . C O M ( 3 3 0 ) 4 9 5 - 2 3 3 7

LINK WITH US ON LINKEDIN.COM!© Cook Consulting LLC The Interview Doctor, Inc. ® 2013 All Rights Reserved www.cookconsulting.biz 330-329-3137

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