Henk Heymans (Probeta)

With apologies to Covey, we look at the "the seven habits of highly successful businesses”
This list consists of a number of features that have been identified as the common factors that differentiate among firms who are thriving in these difficult times, from those that are simply coping, or worse, succumbing under the pressure:

1. There is a partner who sees the big picture. In successful firms at least one partner or director does not get perturbed by short-term obstacles. Each development is analysed in terms of the "big picture", its impact assessed and viewed for what it is: a challenge. These partners do not consider environment changes as threats to their existence but rather see them as a necessary consequence of the ever-changing world they chose to run a business in and choose to make the best of the changes.

2. The firm is surrounded with the best business partners. The days of a sole practitioner, as we used to know it, are over and by this, it does not mean that there will no longer be firms consisting of one or two practitioners. On the contrary, the future has never been so bright for small firms that can manoeuvre themselves rapidly with environmental changes. Everyone needs a partner and successful firms choose their partners carefully. Your partners are the providers of your office stationery, your staff, your suppliers and your clients.

3. There is a comprehensive Quality Control system designed to support the firm's objectives. Successful firms know that in order to survive, sleep better and enjoy what you are doing, they need reliable systems. A comprehensive quality control system ensures that the output of the process meets the highest quality standards by controlling the entire process.

4. A partner takes time to understand developments and how they impact on work. Any change process is doomed if a senior person does not take ownership of the process and brings everyone else along with him / her. As difficult as it may be for some of us to change our ways at this stage it is important that we do not just impose new software tools, methodologies and systems on staff because it will not be implemented properly.

5. The level of partner involvement is changing. From an output-focused-approach, where the partner ensured that all work is properly reviewed or performed, the focus is changing to managing the inputs and the process itself. Partners now need to spend much more time, for example, on the planning stage than on the finalisation and review stages.
 

6. Empowered staff. Successful firms use staff, associates, partners and support staff who are empowered and encouraged to use all the tools at their disposal, which includes training at all levels.

7. Positive partners. No matter what we do, we can no longer play the old game with the same old rules. Business has changed - we need to get used to it or get out of the way. Successful partners have acknowledged this and, although they realise it will not be easy, have chosen to "enjoy the ride".