| 1. Our firm captures all of the information we need to serve clients with effectiveness at the very beginning of the client relationship. | | | | | |
| 2. We do not need to loop back to the client or other team members to gain additional information or context after initially gathering needed information. | | | | | |
| 3. Firm roles are crafted strategically so that someone is assigned with the responsibility of information gathering and movement at the beginning of all processes and relationships. | | | | | |
| 4. Leaders and team take in information in such a way that they fully understand the context of that information in the same way across the firm so that there is no confusion as to what to do next. | | | | | |
| 5. Leaders of the firm strategically assign various pieces of information to certain roles very carefully so as not to confuse the team as to who is meant to move specific pieces of information. | | | | | |
| 6. All team are aware of their requirement to move information along in the firm, and they feel a weight of accountability (i.e. don’t have to be told) to make sure they are not the bottle necks for the movement of the information. | | | | | |
| 7. Only accurate information from clients is accepted into the firm so that superfluous information does not need to be sorted through in order to properly use the data in service. | | | | | |
| 8. Team or clients that struggle to move information along are coached by the leaders of the firm on a consistent basis. | | | | | |
| 9. The information needed to serve a client on our team is communicated clearly the first time without having to repeat tasks, processes, or without restating the original information being communicated. | | | | | |
| 10. We clearly communicate all needed information through our project management system for the delivery of our information, and additional tools and conversations outside of our project management system are kept at a minimum. | | | | | |
| 11. Firm members always know the right balance of when to type, talk, meet, video, or call depending on the complexity of information being managed, and rarely have meetings that are unnecessary. | | | | | |
| 12. All of our team know how to write emails or make videos appropriately and accurately so that our communication to clients consistently represents our firm’s brand and service. | | | | | |
| 13. All of our team captures information timely (concurrently during a meeting) so that it is clearly communicated to the next team member without further need for clarification after a meeting concludes. | | | | | |
| 14. Our team always knows where to put the information (i.e. in online storage, Google docs, a PM system, server, etc.) they capture after it is produced in a client and/or team meeting. | | | | | |
| 15. The firm’s protocols, service principles, or SOPs list clearly how to document information and where it should be located. | | | | | |
| 16. The firm defines the creation and dissemination of information by assigning the capture of information to a specific role so no one wonders who was supposed to be capturing information at various times. | | | | | |
| 17. The delivery of our value to clients is accomplished in a linear way so that our deliverables require no extra time from the team by looping back too close to deadlines placing burdens on reviewers of the information. | | | | | |
| 18. Clients are always clear about what they will receive from our firm, when our work will be complete, and that our value was worth the price they paid us. | | | | | |
| 19. As a firm, we ‘force the realization of value’ upon our clients often when they are provided the end results of any of our work. | | | | | |
| 20. Our team is aware of when our knowledge delivery comes to an end and when to stop providing value to the client. | | | | | |
