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In this episode of The Wize Guys, Brenton Ward with Jamie Johns, and Ed Chan share the principles of a deep and narrow team structure for every accounting practice.

Find out how to lead your team in transitioning, implementing, and embracing a whole new concept and process. The Wize Mentors discuss the most common challenges that practice owners face when training their client managers and production team. Also, hear some ideas on how to overcome if you have a staff who pushes back on this objective.

Timestamps:

0:35 - The concept of deep and narrow teams
1:44 - Best ways to address and transition to a new structure
3:35 - How to manage traffic: communication and production areas
4:23 - That ‘football analogy’ of a team structure
5:29 - Most common challenges and pushbacks to face in transitioning
7:13 - Idea #1: Don't be discouraged.
7:42 - Idea #2: It takes time to change habits.
8:26 - The importance of having your team understand the objectives
9:29 - Idea #3: Encourage to lead.
10:56 - Idea #4: Manage resources properly.
11:55 - The analogy of a production triangle
14:05 - Different forms of pushback
15:03 - Idea #5: Choose the senior people.
15:55 - Idea #6: Conduct 1-on-1 discussion.
16:49 - Idea #7: Educate the team.
17:08 - Why complexity kills businesses
17:46 - Idea #8: Be persistent and consistent.
18:35 - Which is more effective: 1-on-1 discussion vs group meeting
20:33 - Idea #9: Do it efficiently, but manage effectively.
22:12 - Idea #10: Do it slowly.
25:10 - How to handle losing people along the process
26:04 - The importance of ‘No Bypass Policy’27:12 - Idea #11: The body-system reporting.
28:07 - How structure is related to your internal processes
28:41 - Idea #12: Stop undermining and delegate.
30:14 - Idea #13: Follow the hierarchical system.
31:14 - Idea #14: Empower the team.

Quotations:

“We're looking at deep and narrow teams. And if you've been with us for a while now, this is probably something you've heard us bang on about a lot here. It's a simple concept, but there's so much you can get out of it.” - Tim Causbrook

“The idea is to manage a traffic flow, and you're going to manage it sensibly and efficiently, and effectively to make money and scale your business.” - Ed Chan

“So you've got to know your people and put them in the right position.” - Ed Chan

“People learn differently. Sometimes the light comes on at a particular time when they're ready. So often, you know, it's been said, the teacher appears when the student's ready.” - Ed Chan

“You want to choose the most influential, the most senior people in your team, or your team's first influence.” - Jamie Johns

“That increases the complexity is what kills businesses and it hampers growth.” - Jamie Johns

‘When you instigate a deep and narrow team design, you can often sell sabotage yourself. And I did occasionally when I first started this because old habits break hard.” - Jamie Johns

“being efficient as it's just about doing something quickly and efficientl