| 1. As a leader, I regularly demonstrate how to offer services at a high value by considering how the client perceives our value upon delivery of our services, and ensuring services are delivered timely, with clarity, and feedback from the client. | | | | | |
| 2. As a leader, we have meetings or rhythms in place where we talk about the core value of the firm at least weekly with the overall team. I believe in my core values as a leader, they reflect my own personal values, and the team knows the values. | | | | | |
| 3. As a leader, I follow established work protocols and policies of the firm, just like the team. I am accountable to processes, meetings, and the established order we have setup to abide by high standards that allow us to stand out as a firm. | | | | | |
| 4. As a leader, I have opportunities where I can speak about the importance of client service in our firm. High service to clients is part of my own beliefs, and thus team members or clients will see me act in ways that support this belief consistently. | | | | | |
| 5. As a leader, I take in learning outside of the profession (at least annually) that challenges me beyond the things I know now about leading and growing a firm. | | | | | |
| 6. As a leader, I notice and think of new services our firm can offer on an annual basis. I price these services high as a reflection of the novelty of the service and that they are proprietary services to our firm. | | | | | |
| 7. We price our services with the client up front to reflect the high value we place on our work, limiting the client’s ability to consume our services unless they first agree to a price. | | | | | |
| 8. As a leader, we have budget line items and spend our money on investments in growth, such as conferences, new learning, and new skills. | | | | | |
| 9. As a leader, I regularly look to meet the needs of our team as they work through their professional work. When the team struggles, I help them seek to understand the struggle and then define solutions to move forward. | | | | | |
| 10. As a leader, I seek to create cash savings to protect the firm from future risks of economic downturns, team disruptions, and unforeseen compliance requirements. I take a reasonable salary and do not run personal expenses through the firm. | | | | | |
| 11. As a leader, I will set aside my own daily work priorities to help the team with their priorities, when needed. Though I do not cater to the team’s whims, it is my priority to help them be successful and move their work forward | | | | | |
| 12. As a leader, I am decisive about the decisions I make. After making decisions, I do not undo them or spend emotional or mental energy wondering if I should have made the decision. I make decisions for the firm and then move on. | | | | | |
| 13. As a leader, I plan for the future by being courageous in the growth moves we make. Though I avoid undue risk, at least annually I push the envelope in decisions made that are courageous and help me fight my own fear | | | | | |
| 14. As a leader, I have setup calendar rhythms with the whole team where I am regularly speaking about the future of the firm, where I think we are headed as a firm, and that I believe the future is always more hopeful. | | | | | |
| 15. As a leader, I will use creative ways to draw team into discussing and thinking about the future growth of the firm. Whether through surveys, meetings, or annual ‘state of the firm’ addresses, I encourage the team to think about our future growth. | | | | | |
| 16. As a leader, we stop to take assessment of our future growth goals by asking the team to give feedback, fill out surveys, and participate in collaborative After Action Review (AARs) with each other so that we can change what is not working. | | | | | |
| 17. As a leader, I have a methodology of checking in on work delivery to clients. This is specifically monitored for myself and my team so that the value of delivery stays high. Though burdensome, when I note struggles I lean in to help as a leader. | | | | | |
| 18. As a leader, I have a methodology for having regular check ins with the team (at least quarterly) to listen to places they are stuck professionally or in the culture. I regularly hear from them during these times, and coach them with feedback. | | | | | |
| 19. As a leader, I focus on our own metrics and profitability. I make sure the financial records are in order and reviewed at least monthly. As the firm grows larger, I begin developing summarizing metrics to view financials from a strategic perspective. | | | | | |
| 20. As a leader, I review the accountability chart, or Org chart of the firm at least quarterly to make sure the roles allow for the most optimal flow of work through the firm. I will restructure the team when it is necessary to create the most productivity. | | | | | |
