Case Study 3

What situation made the client reach out to you? And what trouble or pain was the client/client’s organisation dealing with?

The client was already an MTA Accounting client for compliance purposes.  MTA Accounting was seen as a trusted advisor and it was noted through many discussions that the business was floundering.  There was too much work, no motivation, no decision makers in the business, a misalignment of director’s visions and no one wanted to hurt each other’s feelings, staff felt lost and frustrated, they felt that their suggestions were not being heard.  The business had gone through a process with a consultant several years before where they implemented a DISC analysis of all staff and worked on a SWOT analysis and a direction for the business, however they were never held accountable to keeping to the outcomes of this process and nothing changed.  It was at this point that MTA Accounting suggested going through a two day Growth Curve session with all the staff in the business to re-invigorate life into the business and provide clarity and motivation for staff. 

How did the client feel about their current situation?

The directors felt tired, they didn’t feel like they were growing the business in any way and were stuck.  One director felt he was doing too much work.  Everything relied upon him and he was beginning to miss emails, not return phone calls, not follow up on new work – all because he didn’t have any time and felt utterly overwhelmed.  He listened to all requests from staff, but then couldn’t make a decision.  Everyone in the business began to feel this spiral out of control and started to feel down and un-motivated.

How did you begin working for the client?

Once the above had all been identified, MTA Accounting knew that we had the tools, experience and expertise to help the client break free from their current rut and start to grow and move in the right direction.  We suggested a two day Growth Curve session which was to include all staff.  As the business didn’t want to close the doors for the two days, the session was held over a public holiday and a Saturday.

What assessments and/or tools were used to provide solutions?

  • Pre brief sessions with each of the two directors to ascertain their vision as to the goals for the business;
  • Two day Growth Curve session;
  • Follow up monthly meetings for six months to ensure the initiatives outlined from the Growth Curve session were being implemented and all staff were involved for staff buy in.
  • Application for a Grow Your Business Grant through the Department of Business & Innovation was applied for by MTA Accounting and approved;
  • A Business Plan was written by MTA Accounting in conjunction with the directors and presented to all staff as the new direction of the business;
  • MTA Accounting sourced and interviewed a new General Manager for the business;
  • MTA Accounting helped with the new General Manager’s Employment Contract and then spent two days with the new General Manager, downloading all initiatives that were to be met to help grow the business, how to implement the business plan, the current doubts and issues felt by all staff members and the current gaps in staff/systems and processes that needed to be attended to.
  •  MTA Accounting then was engaged for a further six months to work with the General Manager to set the business on the right track. 

What was the client’s initial reaction to the early results?

The client felt happiness and joy!  To have all staff involved in the important business decisions the director now didn’t feel like he was alone and expected to do all the work.  He felt a change in the business, staff became pro-active looking to achieve initiatives set during the growth curve.  Staff were excited by the changes, they could see things starting to change for the better in the business and they now had buy in and wanted the business to achieve.  After the Business Plan was presented and the General Manager was employed, we couldn’t wipe the smile from the director’s face.  He started being able to sleep at night, knowing that he is supported.

How did this process improve the client’s business operationally and/or financially?

Systems and processes are being developed internally to ensure consistency across the business.  New business systems have been installed to gain full integration and clarity around the business outputs.  New staff have been hired to fill key roles.  The business unit has begun to function as one and the customers are starting to feel the benefit of a relationship with the business rather than just being a customer.

Sales are up as the Director is now able to play to his strengths knowing he can leave the administration aspects of the business in the capable hands of the General Manager.  This has resulted in new work, more products and solutions being offered to existing and new customers and a far more positive feel in the business.

The Director came to see us just prior to Christmas in 2015 and said “I’m just happy”.  How good is that?