Year-end planning and next year’s planning

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Well, the past is now starting. All attendees are in listen only mode. Well, hello everyone. This is Kim Harrison, and welcome to another monthly film on webinars this month, when we talking about year end planning, uh, and this is something that makes essential growth to your success. It’s tedious work and stuff to think about, but if you want to have a successful practice,
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actually a successful business, you’ve got to stuff doing it, run down here. Uh, do I enjoy it? No. Does it say you make me money? So without partner do let’s get started. So Nothing’s going to happen until you do two things. You either got to plan and set goals when you haven’t gotten to do that, but then you’ve got to take action.
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So today we’re going to show you what to do and how to take action. And you were, you go on how to make money out of saved, but Yeah, And saving money is the same thing as making money. I see the hopes and you see some taxes, uh, and, and also about how to play after next year. So there’s others,
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there’s more than two nesters and catch your taxes, but I won’t give you two or three, but, uh, how many caveats national I’m going to disclaim this? I’m not a CPA. I’m not attached to your CPA, but here’s one of the ones I’ve always used to be like TV or the marketing. It could be the also you have, because you are moving each section one,
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sending out of our res code. So two different things. So this year they changed it junior year. But this year you can botch a million worth of equipment. You don’t have to depreciate it. So like you usually do. So section one 79, there’s two requirements. You got a part, just whatever it is in 2019, you got to put it in the service before.
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Yeah. You don’t even have to pay cash work. You can finance the whole deal. And like I said before, it’s a disclaimer. Yeah. Like I said, you could even finance the purchase and take a deduction. And so here’s some examples of systems, pop years, computer servers, desk, uh, even get a certain roles for an SUV is over 6,000 pounds.
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And we just, we actually, I actually interviewed a CPA, uh, or tell someone, or that was for our members. I know all our non members actually went through and he went into a lot of detail that go into it. But I suggest you go to certain morals about this. Uh, I didn’t even talk to him about that airplane.
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Cause now you can get hubs, but he goes into detail about that. I don’t want to repeat something I talked out, but, uh, so if you haven’t heard the tell someone already to send the aunt said there was two kids, it was one from last month, but somehow purposely, or just makes you aware of the stuff you really needed to talk to you to actually have your CPA that you’re testing extra.
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And this is another, uh, we’ll go back to talking about prepaid expenses that covered it. Uh, so we’ll talk about that first. You want to talk about conservation isn’t this, um, which I definitely want to talk to somebody about this. I’m not the guy to talk to, but I have been doing the last couple of years, essence taxes,
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the going back to prepaid paying expenses. There’s certain expenses you can pretty pay in or certain gestures that you can’t read. I get with my CPA used to even give that 10% discount. If I knew he was playing the first quarter of 2020 in<inaudible>, I could even go shade HD for discounts. If I go in three fail, they’ve gone through emissions.
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So everybody in the sales managers, the sales speak, we all want the company be your numbers to be good. So that everybody’s in agreement. I guess they’ve been doing 20%. If you prepare a certain things, you going to check with your CPA. I’m not sure about that, but anything that you could prepaid, you got the cash to do it with a check.
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Would you CPA? But thinking about the goals, I know they will say we’re still going to have to either just defer the taxes next year. Well, believe it or not take tax. And I made a fool out on this agent. It’s all tax law that I used to argue with him about same things for the, for the, for, and then you die and then you don’t care.
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So, uh, you, uh, this has been with 82. So that’s been a long time ago. How much? Almost 30 years ago, these conservation easements, I’m not going to get into the stickiness or the details, but just giving an example like, uh, the deal is, uh, I don’t know if it was, they come up with this deal where they wanted to conserve land instead of things from nature.
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Uh, and so all this, and they did this, you know, and it’s a conversation easement so that nothing can ever be built on it. Um, the government would give you a health tax deduction based on the value of its highest and best use. And, uh, these things to which the RAs, the only problem is sometimes they’ll challenge and what you do to did Kevin Smith,
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real estate, they get it appraised. And then, uh, they sell shares. And so like, I can buy like, say, say 30 or 40,000, say $40,000. And I would get a seat at thousand dollar tax credit. So it’s still costing me money and I’ve saved $25,000 in taxes because the extra $25,000 deduction, but I wouldn’t go with a revenue company and I would go talk to them,
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talk to your CPA. They can steer you to the right people, ask them how many times, how many times on the amount did it don’t mean that it’s going to be taken away. This not have to be dicks. Um, but if you go to, it’s got a long standing record, withstanding knowledge and then passing it, Did I pick you up?
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But you have to do this point in the year. So budgety everybody knows budgeting. So what you want to do is take now, and if you use the most, maybe use quite much, but whatever you use it, uh, go to and run a Biennale. And within each<inaudible> and then run a report that compares to one on that team to your 2018.
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I know QuickBooks, any other comparable, um, keeping system of software has this, it got comparing things with like, what was it, a trend? And then while I’m looking at it, I was actually doing this yesterday. All this it’s very monotonous. It was very, it was very informative because we had certain things that were miss, uh,
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wrong category. And so that’s another issue, probably my past and things. I remember when we used to do it, Oh, well from somebody that don’t want to do that, they just put it on this way, which is the worst thing. Mom, there’s no way to really get a true picture. And so what we would create a process where any invoice,
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and then we had it, we put a stamp on it. We had the office manager had to go at like 63 32 line up coded underneath QuickBooks. You have numbers that what it is about the TV, but then I’ll have another marketing, the TV 6,300, whatever you want to make sure these things can not really compare apples and apples when you’re doing that report 2018.
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And if not, we’ll just give you a true picture. Uh, then also when you get your bank statement for your credit card statement, you want to do the same thing and have somebody that goes through, but she was the bookkeeper, or whoever’s doing your books that you’re expressing this thing in the correct category. So very important so that when you’re trying to figure out a trailer,
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which determines everything is to say that when you compare 2000 and got everything correct, as tedious as you, you get your people do it, you can get your office manager, whoever you want to do it. I like to do it because certain things I see out of book, basically look deeper into that, to the business. I’m seeing the stuff that I feel that,
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you know, how does this mean up the last year, pushing somebody else, forcing them, sit down, have a meeting and go through it and see all of these or whatever. But the key to it is you’ve got to, you want to do this, but you’re trying to figure it out for next year. This year also. So well,
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and do set a monthly budget for each other. And for 2020, looking at the last two years since the mass and something that I want to grow, something I need to cut out. Well, You know, you’re going to have new things. So I know what to do. All of a sudden up another 10 cases a month. It costs me $2,000 a case.
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It’s not going to allocate another $20,000 a month for marketing. Uh, well, I know that I’m going to hire three more lawyers next year, Paul should be a hundred thousand. So I got to allocate 300,000. You know what I’m saying? So in January, probably the parrot in June, September, I can sit there and put that out, budgeted out.
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Cause I know, like I said, this is a budget. This is not actual install, but you gotta have a starting place, a base. Uh, and a lot of these<inaudible> PNL and it highlights in red blood cell. You can set it where black or over budget on the smile, the smile it’s going to pop out and read very easily to see whether or not you’re staying within budget.
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There might be a very good reason for that, but the, that you want to look at it this step, nothing not understanding what you want to make sure we’re make sure there’s no regular hair GS or something might be miss categorize. You can catch that if you’re looking at it basis. So what should be completely murdered probably before we even knew that you got to figure out what your marketing plan as movies,
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because you’re going to know how much are you going to use for marketing and so on numbers, small life, but to the year. So that was looking at now of course, 10 months, uh, January, it is two things I want to, how much cost per lead media. If I’m doing, you know, referrals, if I’m spending money on trying to build up referrals,
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like take it out or you wouldn’t plan the battery panel, things like that. I would come back and kind of figure that out. I didn’t want to figure out my cost per case, uh, which is you take your leads and your conversion rate. And I want to reach market. And the demand is you’re never going to be a hundred percent and here’s a little tip.
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That’s not in this presentation when it’s all loud. As long as you, you grew up and you can use tracking numbers, uh, it’s probably got vanity numbers, no change masterminds. There’s pros and cons. Oh, okay.<inaudible> that was 20 years ago. If it works, it works. What’s working, what’s not working. And of course,
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then you got to say, I’m not working well, here’s my I’ve been using for the last 25 years. And it’s, it’s true before if I can get $6, I’m on my nursing, but I spent 20,000 on this and I got, you know, I got, I mean, you know, I figured out my hours or because you got to figure out all your numbers and you’re going to have some stuff to go on.
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So it really does work. You really need to be a sixth one and listen, really want them to be the toilet. But if it’s less than six, no one. But my role has done is we, we tweak it and drop it to days. And if it’s not working, I can give it 90 days and then I’ll tweak it and give it another 90 days.
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It’s not working with drop now the exception to the rule, but there’s always exceptions, SDN. That’s not my account because SEO takes six months to a year. Another one that’s et cetera to the rule is newsletters takes about a year.<inaudible> so Gabby that the six to one is not going to work on everything. Other than those two things. I can’t think of anything else that I would want less than 61.
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And of course, I wouldn’t want to 61. I can get both of those. They’re still here. I would not miss them quick. The good hires do that all the time. So you want to stay. So what you’re going to stay with and then plan for whatever thing, that is a private clots. And so here you want to set a monthly budget and that can change.
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She doesn’t have a place to store. Uh, like I said, you changed it several times, but you need to basically work for the first quarter of next year that you did not play alone. And you probably want to change what you want to do taxes. Or you say that she did not exist to maybe 2021 to do the marketing and relation to the portion of it so that you can grow your business.
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So this is the man, not a question. I get people arguing with me about this, that what percentage of your gross. So it wasn’t that. I always think that this is the wrong question, because it really depends on how much you want to grow. I’ve had some years where I said my gross income from the previous year or adjusted 30%,
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is it really dependent on what kind of gross mode I was here some years I had to work on my infrastructure or work on some, you know, that’d be working on systems, I’ll be working on new software or mutation management that mobile alone, the people while we’re trying to, but then the student procedures and the process, we will new software, or,
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and then maybe, maybe, you know, you knock it out of the park and you’ve got emotion and you want to do it. You want to grow your, your caseload, uh, 3 million cases next year. And you’re not having you open that. And then you close. You shared though what your net growth is. And you know, to do that,
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you’ve got to set up an extra 30 cases a month. And then if you know your numbers, what we talked about before, and then you’ve got to know how much, and you should know that there’ll be a hundred percent cost. And like I said, if your average speed is $12,000, you can spend up to $2,000 to get a case you don’t want to,
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but you could still be safe if you ran average to be a $6,000, $11,000. So How many cases that is the correct question. If you know your cost per case cost, like I said, and go and get it. So they left my picture. There that’s me this morning when I woke up. So what’s the deal on Busby and how to sit your market marketing budget and how to think about however,
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have the right mindset. I want to talk about planning for a strategic plan and call it an old way, but I call it the big, hairy, audacious goals that if you never had this, you look in the last success. A lot of Jim Collins, successful habits finish in here. I’ve got this. This is already, I read this book in early two thousands,
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probably busy 20 years ago. And it’s this silly book. It’s just that new book. So he comes with a BA a big, hairy, audacious, a long time gone to change the nature of your existence. So one of my big acts, but I first started, I had to read this book was that I wanted to be no as well,
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very client centric, exceptional classrooms, all I didn’t want to satisfy claps, raving fans. I wanted cause everyone was my ideal. I can get people this where they’re just talking about you because you’re so damn good at the way you treat them and make them feel, then it a lot less money to get cases in the door. And these cases, one of our users did all my investigations and my best clients,
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because they don’t worry about the difficult question in the head that, that referral, that vote of confidence from their friend and colleague. And so that was a big deal for me. And we, we did all of these to get there. Uh, but I think they’re being more and more powerful than regular long and short term. So it’s usually a 10 year plan.
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I would say. Now I’ll probably change my mind. I think some people call them aspirational goals, small Bellambi eggs, big, hairy, audacious goals, and<inaudible> work. And your state mine was I wanted to be the place where, you know, the best clot service in the country. That was not, you know, I won’t be satisfied.
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They loved us. So, but having that in mind, then I think here, this is a 12 month plan. I think we had this,<inaudible> All in the toolkit. I keep fault. Cause we killed it in the fall for like seven or eight years or changes. There was tool kit, but you’ve got to break these things down to annual goals.
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But then I think you’ve got to break them down quarterly, monthly, weekly, because here’s what I see going around the country. Just make an annual goal. Everybody watched it last quarter, you slept, you got benchmarks for example, Oh, whatever monster goes, everybody wasted last quarter. Those in high gear. And one thing we’ve been doing here is we’re really big on quarterly goals now.
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And we meet, we meet for two days and a lot of stuff, but, uh, that we come up with three, two to three goals, quarterly goals that will support our annual goals or aspirational goals. And here’s some examples that you can do systematize all the processes, procedures, you all find that you need to do one paper, which means that’s a fucking little web.
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That’s not just for you all for them. So that’s, what’s going on to increase referrals. If you see any type of goal in each corner. So like, if you would just let me take this<inaudible> by the end of the year, then you would do something like first quarter, you might create a second quarter and you might try to sell it to DOR Corey.
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I created a client advisor, so you can do those. You’re going to have more than one annual goal. So if you can say you got like three big annual goals that each corner you can take a quarterly goal to help meet that end. And then you get together and you meet, we call workshop and you come up with that. Everybody agrees on it.
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You lay it out, create processes, systems delegate. You think a project manager or just<inaudible> you don’t want to say, Oh, we’re not doing that this quarter. And we’ll meet back there’s horses. You’ve got everybody. I have to be on kale and believe me, I do get held accountable for things that I got to reach our quarterly goals.
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Everybody has to, uh, that to play a part in it. And so you have to communicate these to your team members. Mmm. And what I have found is since we started about four years ago, we’re getting probably a minimum three to four times or things or accomplished. Then we have ever avail. And even though we’re spread out, we’re virtually,
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almost grabbing artist who listen or digital gal is in Connecticut.<inaudible><inaudible> doorway. Everybody lives. Correlation is ingestible. I’ll even add a copywriter. Ideally, as you got to communicate this, that’s just not communicating your vision. And we’ve got a treat for you by the way. And, uh, Michael Mills is still come on and actually she hadn’t really needed this stuff.
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And he’s going to talk about the issue. You gotta have a vision for your problem that that’s for another day, but by dealing shit, you gotta get to that where you want to be. Once you try to accomplish, uh, and you got to share it with everybody who have been there, your staff family, so that they can help you get there.
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And same thing is this. You gotta let people, you got to share with your team what you’re trying to get accomplished for the next year. And what I felt was the best way to do that was told to call new year, kick off breakfast. And this was not mine, but I liked it so much to do a year. And I’ve already told you,
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you might want to do this to the left hand and know whatnot. It has to do in order to share your vision, share your goals with all your team members, even if they’re not involved in every long beach is all helping you get there. You won’t understand what you’re trying to accomplish this year. And so what we’ve figured out was the best way to do it is to have the first of the year that we closed office,
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but the phones to the answering service and we’d go<inaudible> breakfast. And we would, uh, here’s this will agenda format. And we had one year at the practice and an insurance rep. And I’m, it’s also a good time to go on insurance or one good time to check, uh, employee manual changes. They charged at time when they get home on the weekend,
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read it, sign up a sheet that says that they read it and understand it, bombed it, and this will help you. Absolutely. And then we had awards recommendations, uh, recognition, excuse me, uh, uh, point of view. And then we talk about our notes. Uh<inaudible> that we did me. And then we were talking about our long goals for form from that we would get intake,
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take questions. Uh, that’s kind of a rapid point of view, but also a great thing to sh to unroll some way out of what we’re, what we’re trying to accomplish. Like I said, one papers, a new a case management system, and we’ve always our referrals, get them, practice it, whatever it might be, whatever. And it’s important to you.
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You’ve got to share this and one on the planet back in November of October, this was like, when you, that are dealings. So yeah, Like I said, in order to show you visually, does it help you out? So I want you to hold questions. We’re going to turn it over to Michael Mills, works with us here at Philmont,
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uh, with such skill and really a brilliant press. The lawyers that are members as part of your benefits. And this really is you would use it for now three or four years. It’s made a big difference in our onboarding, our training, or just general overall how, how fast we get things are efficiencies. And so, Okay. Well, I appreciate you coming along to kind of help show how to get more men talking about it.
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Well, thanks, Ken. Um, it’s, uh, it’s great to be doing this and, uh, it’s really been a joy working with you and with the Hilma members. Uh, are you hearing me okay? Can you hear me just to, just to confirm. Okay, great. Great. And are you seeing my, and are you seeing my screen here?
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I’m not. I am now. Okay, great. Um, so my objective today is to show you how to implement all of this information, all of this great information that can has presented today. This is, uh, going to be a rather tactical presentation. Ken has presented quite a theory, a really, really valuable theory. Um, my,
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my objective today is to show you how you can actually follow through with was presented in your touchstone accounts so that you can actually take action and make it happen to take advantage of what was delivered today in the PowerPoint presentation. It’s just, it’s really valuable information, but it’s not very useful if you don’t take some action in the next few weeks. And as Ken mentioned in one of his emails that he sent out,
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you have to plan, you have to plan your work and you have to work your plan. So this is about working your plan. And it’s also about planning your work in a very tactical way. It’s going to probably take me about 15 minutes. I would think to show this, and then we’ll, we’ll open it up to questions. So again,
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what Ken mentioned, and if you aren’t aware of this, all pilama members have access to a process implementation tool called the touchstone business system. And that’s what I’m going to show you today. It’s part of your Peloma membership. It makes it easy to implement the ideas Ken shared today. It also makes it easy to implement all of your processes. I’m going to show you today how you can actually download and follow through with the end of year planning process and with a strategic planning process.
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So touchdown, it looks like this. When you actually log into your touchstone account, I want you to come over here to the four key functions button, you’ll click this and you’ll select guiding the business. Now it’s possible that this title might be a different name than guiding the business. If you’ve already been into your touchstone account, you may have edited.
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You might, it might say strategy and management, for example. Um, but it will be the top option on this part of the screen. So you’re going to select guiding the business and you’re going to come over here to the libraries. And you’ll notice that there are multiple libraries here, depending on the type of activity your firm engages in. I’m going to actually go to the library of general law processes,
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select that. And I want you to download and by the way, this is being recorded. So you can look at this afterwards. I want you to download two processes from this list. One is called the end of year planning process. You’ll notice that mine is great out because I’ve already downloaded it into my account. And the second is the strategic planning process.
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So select this one and this one, and then click copy, and it will download it into your touchdown account. There’s a little sneaky trick that I’m not going to go into right now, but you’ll then assign them to the specific position who needs access to them on your organization chart. You’ll, you’ll link a process to a box on an org chart,
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and then you’ll put your people in, in those positions so that when you or anyone else logs in touchdown knows who you are and all of your processes are presented to you. So I’ve created myself as the managing partner. And I have assigned that end if planning process and the strategic planning process to me. So when I log into touchdown, they’re right here,
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let’s click on the end of year planning process. And what you’ll notice is that there’s a work plan, which is the step-by-step workflow of everything that can share today. And there are a couple of, of tools down here. I’m going to click on the work plan. So the first box on the work plan is just a little context that talks about the importance and value of doing this just to lay the foundation.
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But then you’ll see here that we’re going to just start running through everything. Ken was presenting in the PowerPoint presentation. You want to run a financial report that compares this past year to the previous year. You want to review the comparisons line item by line item and given what you’ve spent in each of the past two years, assign a budget amount for that line item in the coming year.
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Step number three, are there any new expenses that you anticipate for 2020, add those to your budget, add those as line items to your budget. And step number four, Ken spoke about the tax savings and the write offs that might be available to you for pre-purchase expenses as an example. So it’s recommended that you schedule a visit with your CPA, see what tax strategies you might be able to take advantage of.
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What can you expense? What tax credits can you get? What income can be deferred. Step number five, you’re going to start into your marketing plan, your marketing budget. You’re going to put your, your attention here. And remember, you’re going to determine your firm’s cost per, per lead and your firm’s cost per case. And then you’re going to start working into your marketing tactics,
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what worked, what didn’t work very well. Uh, remember that litmus tests, uh, six to one, if a marketing task is working, it should be generating about a $6, uh, in revenue for every $1 in spend. Now you’ll notice that there’s actually a worksheet here. You can right click on this, and it will open up a worksheet where you can start entering your information.
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So you might put in here that this is your 2020 planning, uh, marketing meeting, something like that. Now you’re starting to list your assumptions. One of the things that that can make an excellent point is people get stuck on setting these numbers or not knowing the numbers. And then they don’t go forward. This is a place where you can actually document your assumptions.
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You can list what you need to find out. Uh, if you don’t know what your cost per lead is, don’t put it in that’s okay, but find out you should be able to find out and investigate that if you know what your, um, what your cost per cases put that number here. And, um, and then you can budget for next year.
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You can list all of your marketing here and then strike, strike out the ones you don’t want to keep and put them here. Remember, this is going to be information that you’re going to be sharing with your people, and you want to get people all on the same page. So all of this information can be listed here and saved. You can just come up here and click the save button.
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And now you’ve got a copy of your thinking. If I go back to the end of year planning process, I just close this and, uh, continue on. So all I’m doing here is I’m going back to the work plan, the step-by-step workflow that Ken was showing us. So, um, Yeah, once you know all this information, you you’ve listed it all out.
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You, you might want to set that agenda meeting with your staff. So again, right, click this, and we’ve got a little sample agenda. This is the one Ken showed. You can edit this and save it. You can, uh, again, come up here and you can say, uh, new years, uh, 20, 20 breakfast meeting and save it.
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And this year we’re going to try something a little bit different or whatever. You could print this and email it out to your team. So they’re ready for it. Um, everything, uh, is, is available to you that that can shows you. So this would be the, uh, the end of year planning meeting. I’m going to go back to the managing partner position.
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The other process that I downloaded, um, is the strategic planning process. This is another process, again, that is in the library it’s available to you. And when you download it, there are all sorts of instructions to help you with your strategic planning process. And we do recommend that on an annual basis, you have a planning meeting, a strategic planning meeting in the planning meeting.
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This is where you’re reviewing your big, hairy, audacious goals, your longterm vision. And by the way, when you’re reviewing those goals, you’re trying to determine given what you’ve learned in the last year or so, do you want to adjust them? So longterm goals are also always adjustable. A lot of times I sit with, with attorneys and I say,
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where do you want to be in five, seven years? And they want to say, I want to be four times, five times bigger. I want to generate seven or eight times more revenue, whatever. Well they might’ve learned in the past year that they can be more profitable by systemizing their business, doing less work. And they don’t have to be seven times more in revenue.
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So you learn things and then you adjust your assumptions and the goals that you’ve previously set. So you want to review your longterm goals on an ongoing, ongoing basis, um, every year. So first, what I would recommend is I would right click and watch this video. This is a, a great video. So if you just click this video,
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it’ll open up to a YouTube video, and this is a fantastic video on strategic planning. Um, it will, it will land the process for you. It will land the value for you. And it, it basically, it’s just a great video, uh, that you can watch just to remember, why am I doing this? Why am I taking this time to create a strategic plan and to follow through on my strategic strategic plan after you’ve done that you’ll want to create a vision and we can,
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we walk you through this process step by step. But, um, if you don’t have a vision, you want to create one. And it’s very simple to do. If you’ve already developed a vision for your firm, it’s time to revisit it on an annual basis, go back to it, make adjustments to it. Think of what you’ve learned over the past 12,
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24 months, that might help you better understand what you’re looking to accomplish. Then you’re going to create a strategic plan. This is the strategy plan for the coming year. Uh, how are we going to achieve our vision, our goals for 2020, you might want to focus on this idea of a meeting rhythm. And again, if you right click here,
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you’ll notice that we have, um, some suggestions. We’ve got a whole, uh, strategy for you. So for example, you should have an annual planning meeting. And if it’s not two full days, you’ll just edit this. I’m in my company. For example, we meet Ken meets two full days. So this is what his might look like.
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And my company, we meet one day and we’re able to accomplish what we want to accomplish in that full day. And here are the deliverables. We want to have three to five annual priorities or goals, and we want to have three to five Q1 priorities. So we’re setting the goals for the year. And then we’re saying, what are we going to do in Q1 to be able to push that ball forward to the end of the year?
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So again, you can edit this. Um, one of the things that’s really great, I think about this is that when you think and focus on your firm’s vision, it can be overwhelming and confusing because you might have a dream of creating a business. As I said, a moment ago, that’s many times larger than where you’re at now, but that’s five or seven years down the road.
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And at this point you just might not know how you’re going to be able to accomplish that dream. The beauty here is that if, if that’s your longterm vision, now you’re coming back to a focus on, on an annual basis. And you’re focused on what’s going to happen in the next 12 months, what needs to be accomplished this year so that you can move the ball towards that longterm vision and planning your goals and understanding what you need to do for next 12 months.
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It’s, it’s not overwhelming. You can actually establish key tactical activities and priorities and goals that make sense that energize you rather than overwhelm you. So you’re going to focus on the next 12 months. And, um, as you do that, you, you start meeting on this quarterly basis to see if you’ve achieved the goals and priorities that you’ve set for for this quarter.
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Now you may even, um, have, so you’ll have these quarterly meetings, which I think is really great. And they’re designed to check in on whether or not you achieve the goals and priorities that were set for the past quarter. And what do you do in the coming quarter? So you reset your goals for the next quarter. You might even have,
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uh, monthly meetings. So, um, if we go back to that meeting agenda, you would see that there are quarterly meetings, monthly meetings, weekly meetings. You might even have daily huddles. We even have sample agendas that you can use for, uh, these meetings. So you can go in here and you can customize a template of a meeting planner for your annual and quarterly meetings.
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And we have a meeting planner for your weekly and monthly meetings. And again, these are, these are suggestions and you can tweak them, adjust them, use them as is it’s. It’s very, very simple. So the beauty here is it’s just such a great layout for a strategic planning process. Um, we have the meeting rhythm, we’ve got the suggested deliverables.
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We’ve got sample agendas that you can use. We’ve even got this really great tool that you can use for, um, uh, let me just go back here. We’ve got this really great tool that you can use for, Oh, I’m sorry. It’s, it’s in the strategic planning process that you can use for, um, uh, adjusting your,
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uh, processes and defining them. So it’s, it’s a, it’s a simple spreadsheet right here that you can download and edit in Excel, or you could make it a Google sheet if you like and edit it online. It’s, it’s pretty amazing. So, um, you, for example, Ken was mentioning that, um, let’s say you wanted to,
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to set an annual priority of increasing your client referrals by 50%. So you’d put your annual priority. They’re increasing client referrals by 50%, and then you’d write, what are we gonna do in Q1? This is an annual goal, right? So you break the annual goal of increasing referrals by 50%. That’s where you want to be at the end of the year.
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What are you going to do each quarter? What are the steps you’re going to take each quarter? Can you see how easy it becomes now? Now you’re not saying, Oh, how the heck am I going to get all that done right away, too? Overwhelming. You basically say something like we’re going to create the client binder. So here, you’re going to set the,
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uh, increase referrals by 50%. And here you’re going to say, uh, create the client binder. That’s all we have to do the client referral binder if I could spell, um, in the first quarter. So I can do that. I know I can do that. And then you’ll set what you’re going to do in Q two and Q three.
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So basically we say you should have somewhere between three and five, uh, priorities for the year. These are the highest priorities that you want to achieve. And then you’re going to lay out the strategies that you’re going to take, the steps that you’re going to take to get, to make that happen down here. You’ll see that there’s a second worksheet for key metrics.
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So you can start tracking your revenue. If revenue was a, a key, um, priority for increasing your revenue, or if, uh, getting more cases wasn’t, uh, wasn’t in a, it was a referral, uh, I’m sorry, was a, uh, uh, an opportunity or a priority or a goal that you want it to take.
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You can actually track what’s going on and you can track your progress, um, as you’re going through the year. So you can track your financial health of the, of the firm on a monthly basis. What is our net income? What is our net loss we can in here, we could maybe say, uh, how we’re going to get clients added to the referral book,
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um, and how many we got. So again, this is just a sample worksheet, but it’s in a layout where you can actually take those annual and quarterly priorities that you’ve created in your, um, annual strategy meeting, list them here and track the successes with key metrics. Uh, so I hope this is helpful. Um, the, the,
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the whole idea here is to set up a way that you can easily implement the strategies that Ken is presenting and, um, all PIL members have access to this touchstone account. Um, and if you need help, reach out to any pill mill staff member or reach out to us, we are here to help you personally, on a one on one basis to make this happen.
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So, um, that’s everything I had Ken, and I’ll hand it back to you for questions. Alright, thank you so much. So you have any questions? Uh, they have a chat box. Is that right? Eric? They can submit it through the chat box or the questions box. Okay. Um, we’ve got one, uh, coming in here up you.
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Um, Yep.<inaudible> what is the name of the book to read? Oh, it was a built to last By John Collins. I think it’s John. I know it was Collins built the last, Any other questions folks? Nope. Alright. This will be posted to the pillow website toolkit by this time tomorrow. So if you want to replay part or all of it.
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Okay. No, I’m just saying, uh, we must’ve did a really good job and they don’t have any questions. So I always take that as a compliment, but, uh, no, uh, yeah. Car cold office contact Darlene. She could set up a one-on-one, uh, every long with Michael and his group and they can help you get into this.
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Cause this is Jane, this is a CA uh, a game changer. And I don’t think everybody realizes that, that Michael used to work with, uh, the guy that wrote E-Myth and the myth revisited Michael Gerber, and what he’s done is to eat. And that’s another book. If you haven’t read it, you need to read both of them.
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Email and email three bits of the re revisited is he takes the concept of that book and he puts it on his software to make it where you can do it. And that’s, uh, it’s just invaluable. Yeah, there, there are a lot of books out there, like the E-Myth like built to built the last are built to sell, and they’re just tons of books out there that talk about the importance and value of implementing your operating procedures.
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But none of them say how, and we have a very simple step by step plan for doing that and a tool to make it happen. And it’s all available to pill members. Yup. So, anyway, well, listen, thank you, Michael. Thank you, Eric. And thank you. Thank you. Uh, pillow members and non funeral members.
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Uh, and if you’re not a member, I would suggest that you contact us. We do have a, uh, uh, a 90 day money back guarantee. You come in and try us out for 90 days. And if you don’t like it, we’ll give you money back. So, uh, and you get access to this great software among many other benefits,
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which I will not mention today, but anyway, until next time I hope everybody has a wonderful Thanksgiving. And until next time, this is Ken Hardison dedicated your success. Y’all take care. Bye. Thanks Ken. Bye bye. Thank you.