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How can you tell the difference between a firm that is only claiming expertise as an advisor and one that is truly the earned expert? It’s hard for the client to discern this difference from outside the firm, but there are some distinctives that can help identify those that are true experts.
Two distinctives can point to this reality: (1) the number of clients in the firm, and (2) the size of the firm’s invoices. Read more
When I launched my leadership coaching and consulting practice, I gave myself three years to build it to a financially viable and sustainable business. I had no clients at the time, so I knew I would spend most of my time on business development during the start-up phase. Read more
I’m supposed to get kicked out of Thriveal, but I’m still here because I’ve got dirt on Jason.¹
I’m not supposed to be in Thriveal because I don’t own a firm. I don’t even work at a firm. I’m in industry, and I’m an accounting department of one, so depending on who’s asking, I’m either a CFO, a controller, a comptroller, or an AP clerk.
As we’ve consulted with many firms on growth, studied many books on the subject of healthy growth, and written tons of content on firm growth, we’ve come to see some some phases growing firms go through. As firms progress through the various phases of growth, they often run into ‘growth ceilings.’ These are walls or barriers they run into that confuse or stall their growth. Many things can create these ‘ceilings.’ But team growth, team health, and team sizes are often at the root of the growth ceilings.