Running a successful firm starts with the right team
As I started thinking through the type of firm I hoped to build and the type of clients I wanted to work with, I knew one thing for certain: nothing would be accomplished without an incredible team. I quickly realized identifying talent with the strongest skill set, expertise and experience was critical, but also that talent alone isn’t enough. Building the right team where impressive resumes complement an amazing work culture is the real secret to success.
Just like in sports, putting together a team that seamlessly works together, complements each other’s strengths, and has heart will be the one that wins, even over teams that may have a more talented roster “on paper.” Calkin Public Affairs (Calkin PA) has worked hard to build the right team that delivers game-changing client service and genuinely enjoys our work environment and each other. Maintaining this balance takes time and continuous fine tuning, but the collaborative hiring decisions have established a strong foundation.
Take our most recent hire for example: Richard Stapler. Just last week we announced Richard as our new Chief Client Officer. In his more than 25 years of experience in public affairs, media relations and public policy in California, specifically with leadership of the State Legislature and state and regulatory agencies, he has developed and honed the skills and connections to really uplevel our organization. But it wasn’t until the entire team met him over the course of several months that we knew he would be a great culture fit as well and ultimately the right choice to round out our team. Not to mention the 20+ years I’ve known, worked and respected him.
It's this nuanced blend of talent and culture that makes a winning firm. Starting Calkin PA, I was fortunate enough to already be working with some pretty amazing people from my years at I Street Public Affairs. That experience reinforced the need to be thoughtful and intentional in my approach to building my own team. Here are a few of the principles that have guided the talent strategy for our Calkin PA dream team:
Understanding your client needs: Building a great workforce starts with an intimate understanding of your business. For us, that means knowing our clients and their needs inside and out. By understanding how to best serve existing and aspirational clients, you can build the right team to help them win.
Matching talent skills to the business: Hiring or developing staff to match not only the current, but the future needs of clients is the key step to building winning teams. Anticipating the future needs and issues of clients will help match staffing and hiring efforts to create teams that deliver.
Rightsizing your staff levels: At Calkin PA, we have built a team of mostly senior strategists to serve our clients. But we are fortunate to have an incredible support team that allows our leaders to drive strategy and lead accounts. Understanding the right level mix that works for your organization is key to developing the right team.
Identifying growth hires: Investing in hires that will help catapult your firm to the next level are critical for real growth – but must be done strategically. Imagining where you want your organization to go and back-ending what skills and people you would need to get there can transform your firm. And putting ego aside to hire people with stronger skills than you will only uplevel your success faster.
Implementing operational excellence: As a founder, managing efficient operations is part of your job. But getting bogged down in the day-to-day minutia can derail your days, take you away from the important work and frustrate the team. Hiring or identifying staff that can share in the operational management will streamline everything.
Developing the team you have: Investing in growing the skills of your team will not only benefit clients, it will also build loyalty and personal confidence. Mentorship comes in many forms. Whether you as a leader can directly supply it or find others or tools and services to do so, investing in learning and development is always a win, and doesn’t need to be expensive.
Creating a fun and effective culture: Culture doesn’t belong to one person. But as a leader, it is up to you to empower team members to drive workforce cohesion, in- and out-of-office activities, learning and development and beyond. Investing in a strong culture is time and money well spent and identifying team members to be a part of that is critical.
Hiring new talent is a big part of building the ideal team. But continuous development and mentorship of the team you have will make chances of success all the more likely. By focusing on both talent and culture, you can set your organization up for real growth and success. As we continue to evolve as a firm, I can’t wait to share the successes – and learnings – our team experiences. And it’s always an important reminder that a wonderful work culture is just as important for founders as it is for the entire team.