Below is a summary I wrote after interviewing multiple partners at design firms related to their thoughts on what makes a branch office (geographic expansion) successful. No rocket science here, just the summary of conversations with firm owners about what the keys are to a successful branch office. What would you add to the list? Post your thoughts in the comments section below.
Geographic Expansion Lessons Learned
Based on interviews with partners at design firms pertaining to office expansions.
Lessons Learned:
- The right person leading the charge is the most important factor in the success of a new branch office.
- Two key people are needed for a geographic expansion, a Rainmaker (someone that can bring new work in the door) and a Principal Designer.
- An expansion needs to be viewed in a positive light both from the new office, as well as the existing offices. A geographic expansion should provide multiple people with opportunity for growth throughout the company.
- The right combination of people is the key ingredient to a successful geographic expansion.
- When a new office opens it is not “business as usual,” individuals opening a new office must be prepared to work 2-3 nights per week becoming involved in the local community and in the industry.
- Responsibility and autonomy for the new office must be given. The individuals in that office need to feel as if it is their actions that will result in the success or failure of the office.
- Support staff is not critical for the establishment of a new office.
When you meet someone for the first time, you have about 45 seconds to identify an area of mutual interest in order to avoid an awkward end to your conversation. Most people start by looking to their titles and companies: “I’m Tim Klabunde with Gordon, what is your name…” They then expand the circle looking for a connection “John Adams from my office used to work for your company, do you know him?” Great networkers know and use a better approach. Instead of following a linear path to identify connections, they tell stories.
When I first heard the term “Rainmaking” used as an euphemism for bringing business in the door I immediately thought of someone banging on a drum and dancing with the hope of producing rain. Just as I am skeptical of the success of a tribesman accomplishing this feat, so are many of our employers and coworkers as they wonder how the elite 5% of our companies are successful at bringing work in the door everyday. In order to truly build a company of rainmakers we have to breakdown this skepticism with knowledge, and then help others in our companies to truly embrace the rainmaking process.