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With CRM technology becoming more and more robust, written processes and workflows that are integrated into your CRM can be an invaluable tool to keep moving things forward and to track what has been done for your clients. Writing and inputting processes into your CRM can be an onerous task in itself. Going through your firm’s processes and figuring out how if-then logic trees will integrate with your CRM can drive some people mad. However, we have found one of the biggest hurdles is to get everyone to use the processes once they are in the CRM.
Owners are sometimes the worst offenders in failing to use the CRM processes because you know what needs to be done and you know how to do it. However, there are some tools that we use to ensure that your team continues to use processes you’ve developed.
Invite everyone that will be assigned a task in a process to collaborate when it is written. One of the best ways to get buy-in is to have everyone that will take part in any process help develop and write it. People are more likely to continue to use a tool if they participated in its development. They have already invested a good deal of time into it during the development phase and they want to make that effort meaningful and not forgotten.
Assign a point-person for each process.
It’s important to have one person who is responsible for kicking off or starting each process. If a process can be started by anyone, it is more likely that no one will do it. When there is a point person for a specific process, and it is solely that person’s responsibility to kick it off in your CRM, it is much easier to track. We also recommend looking at outstanding processes each week in your staff meeting and discussing any times that someone should have started a process, but didn’t. A mild public shaming can go a long way.
Start slow and gain steam.
One mistake some firms make is to try to write and integrate too many processes all at one time. If on a Friday, you have no processes and then on Monday, your team comes in and you expect them to start using twenty processes, it is going to be a difficult transition. We recommend starting with assigning one process to each employee who will be the point person. After 3-4 months of using those processes, you can begin to add more. People need to get in the habit of using them before assigning more.
Consider the user and don’t over-engineer the processes.
One of the biggest complaints we’ve heard from employees tasked to use processes is that they end up taking more time than just completing the task. While a slight time deficit is okay when you first start using processes, the fewer steps in a process generally make it easier to use. When you are developing and writing processes, it is important to capture every step, but when you integrate it into your CRM, it is equally important to eliminate or combine any steps that are superfluous or can happen simultaneously. The users of the process don’t want to have to go back to the CRM and click to complete actions after every tiny detail is completed. Generally, the fewer clicks, the better.
We have helped firms write and integrate processes so that everyone buys in and continues to use them. It creates an environment where it is very easy to track where outstanding tasks are and when to expect them to be completed. Give us a call if you would like to discuss how we can help your firm.
Brian Luper, Partner, is an attorney licensed to practice law in California. Brian joined The Strategic Implementer in 2014. Brian graduated from the University of Tennessee in 2006 with a degree in Economics and after obtaining a JD from Southwestern Law School in Los Angeles in 2009, he went on to start his own law practice with two partners. Brian acted as managing partner of the firm, obtaining millions of dollars of recovery for his clients. He left the law firm life in 2014 to join The Strategic Implementer because his true passion is working with business owners and helping them achieve their goals and he wants to share that passion with other firms.