Scorecard introduction
This scorecard is one of an extensive series of scorecards produced by Stephen Kember to assist the owners of professional service firms to internally assess their performance and to support the taking of strategic business development decisions.
Scores should be entered on the following 0 to 10 basis:
- Score: 0 = We do not address this at all!
- Score: 1 = We're not at all good at this
- Score: 2 = We're weak at this
- Score: 3 = We're pretty poor at this
- Score: 4 = We're below par at this
- Score: 5 = We're about okay at this
- Score: 6 = We're just a bit better than okay at this
- Score: 7 = We're good at this
- Score: 8 = We're very good at this
- Score: 9 = We're excellent at this
- Score: 10 = We're truly exceptional at this
| Question: Trust as a strategic business driver | Score: 0-10 |
Final score |
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| 1 | The level of mutual trust throughout the Board is exceptionally high | |||
| 2 | The levels of mutual trust between the Partnership/Directors and the staff is exceptionally high | |||
| 3 | The levels of mutual trust between the Partnership/Directors & clients is exceptionally high | |||
| 4 | Partners across departments are highly supportive of one another | |||
| 5 | Trust between departments is high, leading to cooperative effort and excellent result | |||
| 6 | Partners/Directors across departments/divisions know & relate to each other well | |||
| 7 | Partners/Directors across divisions/departments trust each other to do the right thing | |||
| 8 | Partners/Directors don’t hoard clients they readily share them | |||
| 9 | All our Partners/Directors genuinely care about our clients; they enjoy working with them and within the sectors in which those clients work | |||
| 10 | All our Partners/Directors exhibit principals [based on strong underlying values] that clients and staff can look up to | |||
| 11 | All Partners/Directors accept that their word is their bond; what they say they do, in full, 100% of the time | |||
| 12 | Our Partners/Directors accept that must at times constrain their professional self interest in respect of clients in the interest of the wider firm | |||
| 13 | All our Partners/Directors believe that all other Partners/Directors put the interests of the wider firm first | |||
| 14 | The Firm’s management board is trusted by all Partners/Directors | |||
| 15 | There is a high level of investment by all Partners/Directors in non-billable [client relations-trust building] activities geared to sustaining the long-run health of the firm | |||
| 16 | Partners/Directors trust that the firm’s compensation culture will treat them well | |||
| 17 | Partners/Directors trust that rewards will flow in the direction of those that really contribute | |||
| 18 | Partners/Directors see the benefits of, and commit to, training, coaching & mentoring across the practice, at all levels, as this provides the optimal basis for improving, sustaining and guaranteeing exceptional performance quality and ipsofacto of securing long term & sincere client trust | |||
| 19 | All Partners/Directors trust each other sufficiently well that they collectively [not selectively] support each other to build their respective departments | |||
| 20 | There is no lack of internal trust leading to diminished Partner/Director level teamwork, ineffective management or under investment in any activities that negatively impact on the long term profitable interests of the firm. | |||
| 21 | We collectively enjoy a high trust environment and collectively consider that by so doing we accomplish far more than if it were not the case | |||
| 22 | The level of trust amongst our junior professionals both within and across departments is exceptionally high. | |||
| 23 | Our juniors believe that Partners/Directors care about them and trust that if they make a sincere & substantial contribution they will acknowledge this so enabling them to develop & succeed | |||
| 24 | Our juniors have a powerful sense of duty arising from a meaningful sense of involvement and strong sense of their importance in the wider scheme of things; they do not judge themselves to be simply part of a sausage machine | |||
| 25 | There is no evidence that Partners/Directors see their own interests above all others with clients a poor second and the staff in a distant third position | |||
| 26 | We collectively work within a high level of trust environment; this proves a powerful motivator; it supports the retention of key staff; it enhances the firm’s turnover, it supports the recruitment of exceptional personnel; it underpins a high level of motivation; it nurtures staff commitment and all round it leads to higher productivity, greater efficiency and exceptional service quality. | |||
| 27 | There is an exceptional level of evident trust exhibited between Partners/Directors & our clients and vice versa | |||
| 28 | Clients reveal a high level of trust in the firm’s staff and our modus operendi in all their dealings with us | |||
| 29 | Our clients openly state that they genuinely trust that we put their interests, not our own, first in all our dealings with them | |||
| 30 | All Partners/Directors & our staff appreciate that continuing to be re-appointed and to enjoy receipt of quality referrals is all about deserving a client's trust. | |||
| 31 | There is no sense that our clients are negatively challenging what we do, how we do it and the bills we are presenting | |||
| 32 | As a result of the high level of trust and esteem we are held in we enjoy a high level of non-contested appointments from both existing and new clients | |||
| 33 | As a central marketing platform our firm differentiates itself on the basis of its values which we adhere to at all times | |||
| 34 | We consider that one of the most important areas for building trust is to be known for our honesty and integrity; these are very high up on our list of values and professional standards that we seek to be known by in the marketplace | |||
| 35 | It is because of our client's view of our trustworthiness that we retain the majority of them for long periods and enjoy a very high level of qualified referrals | |||
| 36 | Our trustworthiness, which we see as building over time, is based in large measure on the timeliness & professionalism of our services and service delivery arrangements and the fact that our clients know that we are not just in it just for the money; we really do care about them and their success | |||
| 37 | Our clients trust us because they know that whenever we have staff, be they Partners/Directors or Juniors, working on their assignments: each of them are fully briefed and made aware of their, the client's, concerns, sensitivities and the reasons for the work in hand; they know exactly what is expected of them and by when; the client knows that these staff will be fully supported if a problem arises or if they come across something that they're not familiar with; and they are confident that they are putting their business in the hands of a team of professionals that is fully up to speed and working on their assignment with well formulated and fully thought through plans | |||
| 38 | Our clients trust us and our people because they know of the quality of the supervision staff receive and the coaching and training support that goes on behind the scenes both on and off the job | |||
| 39 | Our clients genuinely trust that the work we have done for them will have been completed to the highest professional standards and in the most timely way | |||
| 40 | Our clients trust us implicitly knowing that the only thing we care more about than them as our client and their success is the quality of the work we do for them to best assure that success | |||
| 41 | Our clients place a very high level of trust in us because of their awareness of our pursuit of excellence, our ongoing development of better, more client centric services and our focus on attaining the highest levels of care & professionalism | |||
| 42 | Our clients like to trust us because of our people's dedication to their task, their evident motivation and enthusiasm with their work, their commitment to exceed targets set and their adherence to the firm's values when working at their premises | |||
| 43 | Our clients trust us because they not only know about our values and our client centric benefits focus but also because they see us measuring our attainments in these areas and going one step further by asking them for their honest views both verbally and via questionnaire at all levels of the client firm | |||
| 44 | Our internal coaching arrangements place a heavy focus on reinforcing client trust in us as a firm as a whole and in each of our individual people. We support our people when on assignments through coaching support in real time, not after the event. This means that they are constantly growing and learning and the clients bests interests are being seen to be served 100% of the time charged | |||
| 45 | Our clients trust us because they are aware of our non-tolerance for non-compliance by staff of our clearly stated values and standards that address all professional, technical, wider service delivery & personal demeanour arenas | |||
| 46 | Our clients trust us on the basis that they are realistic and know that problems of a serious nature can arise from time to time during assignments, this is life. They do so knowing: that if & when they do arise that we will be on top of the problem immediately; that we will involve them in all our decision making; and we will keep them fully informed at each step of the way as matters are resolved | |||
| 47 | Our clients trust us because we treat them as we would wish to be treated ourselves with that little bit of extra, added value, on the top for good measure | |||
| 48 | Our clients are impressed by the fact that our staff, self evidently take a particular interest in the success of assignments and their contributions within them; and that this arises because of what this means for the success of the firm as a whole. They tell us with people on our team like these they know they can trust us implicitly | |||
| 49 | Our clients trust us because of the overt and sincere effort that is made to building up client rapport and understanding which is very much appreciated because its largely based on the provision of unbilled added value | |||
| 50 | Our clients trust us to work closely with them; to never compromise on professional standards; to involve and to treat their people at all times in the appropriate manner; to work to exceptional & timely quality standards; to openly flag up serious issues as soon as they arise and upon completion of works to check that works have been completed fully and to the very highest of standards | |||
| Final score | 0.00 |
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