In Charles Schultz’s classic “A Charlie Brown Christmas,” Lucy, engaged in her part-time psychologist role, quizzes Charlie Brown on his fears, telling him, “If we can find out what you are afraid of, then we can label it.” Her tone and expression suggest she has just conveyed the wisdom of the universe – all his problems will be solved once we know and label them.
As consultants, we tend to take in quite a lot of information about a firm when we first get to know them. We scrutinize P&L statements, wade through dense operating and shareholder agreements, and benchmark compensation for employees and partners. All the quantitative and qualitative perspectives make their way into rather lengthy reports that seek to capture the current state of the business, analyze its challenges, and identify paths to go forward. Like Lucy, we find ourselves labeling the problems and opportunities.
A report on how we’re doing, even one with insightful diagnoses and recommendations, can be a lot like Lucy’s proclamation – we can mistakenly think that because we have identified the problem, we have completed the exercise. Mental health professionals (at least those who, unlike Lucy, have professional qualifications) would remind us that this is only the first half of getting better – we need to take action to change our present state.
Firm transformation requires far more than insights and recommendation: It is the product of time, trust, and follow-through. The messy, rewarding work of putting a firm on a path to delivering not only for its clients, but also its owners and employees, requires aligning people behind a common vision and shared priorities.
In our client engagements, we typically organize an initial client meeting that seeks alignment on key questions such as a vision for the firm, a structure for governance and management, a growth strategy, and a framework for compensation that is aligned with the firm’s goals for financial performance. These are weighty decisions, and even with consensus, owners are often left with questions about how to implement changes.
At The Ensemble Practice, we don’t just help firms design their future. We stay in the conversation through ongoing implementation, accountability, and often organize a second strategy meeting to revisit the plan when decisions get real. Our objective is to seek resolution of challenges and real change where it is needed. It may be a far cry from Lucy’s model of practice, but we have no interest in stopping at a diagnosis or an initial treatment plan.
If you find yourself at a crossroads with your business, just remember what Lucy’s sign says, “the doctor is in” but not just for a diagnosis or a quick fix.