Talk Like a CEO

Apple Podcasts: https://apple.co/2NHRRDl
Spotify: https://spoti.fi/3AyHCUd

Last week, our focus was talking like a CFO. This week, we’re tackling how to talk like a CEO!

You might have heard the phrase: one throat to choke, one back to pat. Well, that’s the CEO of a company. They are responsible for their company in the good and the bad, for better or worse. CEO is a title that a lot of people want, but it comes with a lot of weight.

As an MSP, when you’re talking to your clients in a meeting, the CEO might be trying not to fall asleep. Don’t take this personally, their focus is just mainly on the success of the company at large.

With that information in mind, there is one sure-fire way to get the CEO on your side. Make them look good. Yep, it’s that simple. Let them know how your products and services will make their company excel.

More than half of the CEO’s job is politics — essentially, making their company look good and being responsible with their decisions. They are looking for success, which means you need to let them know how your products and services are going to bring that success.

One thing to keep in mind is that success looks different for every CEO. Just like finding success with a CFO, talking to your client’s CEO is how you can determine how success is measured in their company. It is going to be a moving target, really. You can not take one thing that is important to one CEO and assume that it is going to be the same target that the next CEO is shooting for. Having conversations with each CEO will allow you to aim for the right things.

Another important tip is to get a grip on what the company’s culture is. Knowing what the culture is will allow you to get to the table in front of the CEO seamlessly. Some companies are hierarchical where there is an order of people that you must talk to or go through in order to chat with the CEO. Go through that process and be respectful of the way their business is structured. Other businesses are more of a level playing field and it’s okay to go directly to the CEO or upper-level management. Just be aware of that culture and go through the process of communicating accordingly. If you don’t, the CEO will be much less likely to meet with you at all, or they will choose to skip any meetings going forward.

The last tip we have for you is to learn the CEO’s vision for the company. The CEO is constantly going back to the basics of what the mission and vision of the company are and how you fit into that. Figure out what that vision is and put what you’re bringing to the table in that context.

A great way to do that is to go to your client or potential client’s website and write in your own words what you believe their vision is. In your meeting with the client, ask the CEO to take a look at it and make sure that what you wrote is correct. This will let the CEO know that you understand them and desire to make them look good with your solutions.

The CEO’s opinion is important, so have a listening-focused conversation, learn their measure of success, get a grip on their company culture and understand their CEO’s vision for the company. If you do all of that, you’ll be talking like a CEO and bringing success to you and your client in a heartbeat.

New Year, New Topics

Apple Podcasts: https://apple.co/2NHRRDl
Spotify: https://spoti.fi/3AyHCUd

The new year is coming and we are starting it off with new content! In the new year, we really want to focus our attention on MSPs because some people don’t even know what MSPs do and how they can help a business grow. We’re going to provide tons of MSP-related content — here’s a sneak peek into what 2022 will bring!

Who MSPs are and what they do

We will dive into who came up with the term Managed Service Provider and how the position has developed into what it is today. Managed Service Providers developed due to a need for businesses to see how critical technology is for their business and needing a better way to manage it all and provide stability. We will also discuss how MSPs can help businesses, no matter what type of products or services you offer. 

How to choose a good MSP

This ones for you, business owners! If you’ve been wondering how to actually go about finding the right MSP for your business, we will help you figure out the necessary steps to finding the perfect solution for technology management. 

How does an MSP find good clients

Not all business is good business. With that in mind, we’ll show you how to have the best experience with your clients. You definitely don’t want to work with difficult clients, so we’ll point out red flags to stay away from and how to attract the people and companies that you really want to work with. 

How to match up what is actually important to a business

Every business is a snowflake — completely unique from the next. As an MSP, you have to be aware of that fact and run your services accordingly. We’ll give you tips and tricks to gage what your client needs in order to best align with them and provide as much value as possible. 

These are just a few of our topics that we will be diving into in 2022 — get excited about everything that is to come! Our main goal is to be a resource for you, whether you’re an MSP or a business professional. The businesses that have ended up on top have learned to use technology in new and exciting ways so they are able to outperform their competitors and provide an amazing product — we’ll help businesses get there!

We’ve got something for everyone! If you’re a business professional, we’ll help you align with your MSP. If you’re an MSP, we’ll help you learn to align with your clients to get them to stick around and have the best possible relationship with them. We’re excited for 2022!

Business Relationships cannot be automated...

There are many tools and best practices out there to streamline, and automate technology conversations with RMM integration, ticket reports and asset management functions. The reason is that as most MSPs by starting their QBR processes they simply try to run faster to the wrong direction. The common mistake we see is they try to streamline a technology focused tactical conversation (important for them) rather than elevate themselves with strategic-business focused QBRs (important for clients). Let’s see the 3 reasons why it is the case, 3 impacts taxing these MSPs and the 3 steps to fix this quickly.

Do you engage the proper people from your client’s organization?

DowNload our Strategic QBR Client Mapping Tool 

If you are one of the fast developing MSPs this is totally normal to have tech conversations with clients first then move up to the executive level for business conversations. Staying on the “tech” level though raises many issues on the long run that leads to less profitability, lack of differentiation and competitive price pressure. Let’s check how to fix it with better QBRs.

3 Reasons

Wrong Process

Most of the Quarterly Business Reviews has not been developed from a strategic standpoint proactively. They started after losing a client or based on a negative client feedback. The team realized some sort of “regular meetings” needs to be taken place. That means the process usually ad-hoc, rushed and developed “by implementing a tool”. The main success criteriums of any account management process are missing and very immature. Implementing a tool gives a hope of structure.

As the MSP mature the development process shifts from ad-hoc to proactive.

Wrong Focus

As the QBR process starts shaping the most obvious conversation points are determined by the issues the team faced. Warranties were not discussed with a client, the client developed a technology debt or simply the client did not see the value and activities from the client. Therefore the to satisfy the audience reports are generated to so

lve those technology related issues with technology focused conversations.

As the MSP mature the focus is shifting from technology focus to business focus

Wrong Audience

Most MSPs are starting these conversations with the point of contacts to resolve the technology related issues. These point of contacts are usually office managers, power users or financial people. Their main focus is mainly tactical, not strategic. They are looking for solving day-to-day issues like replacing a computer of an employee. This is good for a start however elevating the conversation from tactical to business the audience needs to be different.

As the MSP mature the focus is shifting from tactical to strategic approach.

3 Negative Impacts that Taxing you

Stuck in a “tech box”

One major impact of not developing QBRs is to stuck in the “tech box”. That means simply that the client sees the MSP is a very good technical vendor rather than a business partner. Technical vendors are less strategic to a client therefore easier to negotiate or replace them in a long run. Becoming a high-value business partner is not a soft “feeling”, it does not mean that 5 star reviews and recommendations are putting an MSP to this spot. This means that the executives of the clients are constantly engaging the MSP with strategic business questions and consultation.

As the MSP mature it is perceived from client executives as high-value business partners

Perceived Salesy

The main issue we are seeing when we help an MSP to further develop their QBR is they feel the process is salesy. Showing the clients budget reports, bombs, warranty issues, subscriptions are teaching the client quickly is a QBR means spend more money. That connotation makes the MSP hard to actually solve those tech issues as they have no business context around those. Yes the MSP is a victim of the circumstances as without the client investing on technology they cannot really provide value. The MSP should generate a strategic layer on top of the QBRs to avoid the constant “sales” conversations.

As the MSP mature the QBRs are more touchpoints of the strategy execution

Perceived less engaging

After the first few QBRs the topics are settled and all around technology metrics and customer satisfaction and so on. Even if a client executive were involved on the QBRs they learn quickly that this is now on track and the second in command can handle these “boring” meetings. As the executives are detached from the opportunity to elevate the conversation has already gone. As the executives are not present most of the QBR stuck in the technology-tactical conversation which forces the MSP to “make it more streamlined”. This is where they implement more and more automation to actually get further from their goal is to actually engage executives.

As the MSP mature the QBRs have topics for engaging multiple audiences in the same time

3 Steps to fix

Identify the client roles

Use the MSPL’s 4 quadrant formula to determine the different roles to separate tactical / strategic and technology / business conversations. As you identify the CEO / Business vCIO roles you can map those roles to each clients and find who should be engaged with business conversations. You need to be able to sit down with the MOST senior executive at least once a year to get her perspective of their goals and to demonstrate your strategic value to them. Identifying those target individuals are the first step.

As the MSP mature the QBRs are engaging more senior people on the organizations

Map your talking points to roles

Use the QBR Kit #1 to identify all the talking points the different roles you have. Keep going with your tactical/technical conversations with the office managers and power users but make sure you create a new narrative with the executives. Use Kit #2 which has all the power questions you need to engage an executive and generate a strategic agenda outside of a QBR. This can be called a Strategy Meeting or Digital Transformation Annual Review. Anything related to a higher business level conversation. Create a scoring/audit mechanism to measure the different tactical elements of their business such as Security / Infrastructure / Office 365 / Applications and so on separately. These are separate audits you conduct in order to present all of this at once as a “Master Score” so they cannot see the details only the very high level.

As the MSP mature the high level strategic conversations are getting measurable

Run multiple layers

As you have a number / score for their strategy / digital transformation you are able to claim a spot for an Annual Strategy meeting in their agenda. As the context is their business and technology you have all the talking points making technology decisions in a business context. This high level conversation / report and deliverable is the single most important leverage you have to make all QBRs effective, decisions made and engage both the executives and the critical contact persons.

As the MSP mature the QBRs are becoming the execution of the Annual Strategies

Conclusion

Starting a QBR process is always ad-hoc tactical and technology focused. However you have a choice how to go to the next level. Once choice is to automate a wrong discussion and create a process which generates less engagement, price pressure and lack of differentiation. OR you develop a business conversation which elevates your discussion, connects to the key decision makers and helps you stand out from the crowd.

Do you have an Annual QBR Playbook?

Although client meetings are getting shorter due to the remote environment, account managers need to pack more into each session. Flooding the client with too much information in a short amount of time leads to an overwhelmed audience, a lack of decisions and countless unorganized follow up meetings. The key is to be able to define all the talking points with the client and spread them out logically over the year. This sets a predictable rhythm for the account manager and the client so they can discuss all salient points and make decisions one step at a time. In this blog we review how to best distribute the topics over the year and the critical points of developing your Annual QBR Playbook.

Your QBR Annual Playbook is your game plan to specify the different topics, decisions and engagement over the year on the different QBRs. This playbook is developed internally and shared with the client to engender alignment.

Different playbooks should be developed for different client segments. If you have only one meeting with a client for a year (as they are small and have no budget for more meetings) you cannot really have a playbook with them. However if they actually have 2 or more meetings a year then a playbook can come in quite handy. We are going to review a 4 meeting QBR formula as this can be applied to medium and larger clients as well.

Are you a time-crunched account manager?

The QBR Annual Playbook helps you understand how your vCIO and Account Management team can maximize their productivity.

1. Decide on the Main Topics

The main topics with the client can be divided into three different areas regarding your service offering.

1. IT Infrastructure - everything about their devices, stack, services, vendors, infrastructure components and connectivity
2. Cloud Services - everything about their applications, cloud subscriptions, storage, integrations, adoption of applications and their Office Suites
3. Cybersecurity - everything about their policy, compliance, awareness, risks, best practices and staying productive with high security standardsThe fourth area is the strategic perspective that brings all these above into a bigger plan with goals, initiatives, budgets and updated services. This gives you the ability to plan with them over the year and get all they need organized into an IT Strategy.

You can shift these topics as you want, but those are the main points we see MSPs discussing in different shapes and forms.

2. Kickstart with Audits

Each quarter should start with an Audit. An audit is a great way to specify “what good looks like” and compare the current reality to that ideal. An Audit also promotes continuity with ever-increasing scores, so they can reflect on their plans while getting closer to the future state. These audits and scoring give a tangible feel for often abstract or unfamiliar topics.

By sending them random thoughts on Cloud or Applications, you can provide them a list of different categories of application types that help with different business problems. That helps them to see the big picture and understand how technology can help their business.

Audits also streamline the account manager’s efforts and gives complete transparency on which client stands on what level of maturity. These audits can be combined into one “IT Excellence” score which gathers the different topics into one number.

3. List the things to review

Often the amount of information you need to share with the clients can be overwhelming. Some QBRs go as planned, but many get sidetracked with rabbit-trail discussions so not all points get the desired attention. 

Listing the different items to review will give you an easier agenda for the meeting, and preparation of a follow up lets them review some items before or after the session. 

In some cases it’s really important to “remember” that you reviewed their security state and they decided not to move forward with a certain action item. If you just missed that review and something goes wrong you have nothing at hand to prove it, or let alone explain that you did not have time to cover that topic over the QBR.

This can be a simple checklist to make sure you track. It will also drive your meetings as they’ll understand you have a list to go through. This practice with a general audit of the topic can be very helpful to cut the time and get aligned and on the same page with all parties.

4. Keep the plans integrated

You need a good QBR system in place that provides a higher level of governance with a client. That means that if an initiative came around over a cybersecurity audit it would not become an ad-hoc project they have no budget to cover. Without a proper IT Strategy each QBR becomes a “sales effort” to get approval on projects, which will reduce engagement.

The IT Strategy part solves this issue. If you have those 3 major cost centers for them (they spend money on IT infrastructure, Cloud and Cybersecurity) then the 4th session is to plan and budget in general. That gives the eagle eye level of view of their “current scores”, “future scores” initiatives and budgets. So as this is planned a year upfront the Quarterly Business Reviews of the different topics helps to “fill the blanks” and get decisions on critical initiatives within their budget.

Often working with less mature clients raises the “we have no budget” problem, as they do not plan for expenses on cybersecurity or applications. We have no place on this blog to go into the details, but there is a quick hint to generate a placeholder budget with them over the year: use an “industry benchmark” IT budget as a placeholder for their spendings. You can pick a percentile of revenue for a ballpark and reference for low maturity (5%), medium maturity (7%) and high maturity (9%). That establishes a “reasonable” budget where their IT spending should fall. 

This helps to have those detailed discussions spread over the year and not get into the “sales” conversations every quarter.

Conclusion

Managing your client’s technology is not easy. It takes time and effort from both sides. You are the leader of technology so your role is to create a framework for them to review, decide on and implement development projects to make their IT work for their business. Creating an Annual QBR Roadmap gives a framework and drives those crucial conversations.

Are you a time-crunched account manager?

The QBR Annual Playbook helps you understand how your vCIO and Account Management team can maximize their productivity.

What to ask from executives on a QBR?

Most MSPs enjoy great personal relationships with office managers and technical contact people because of their regular work together. As executives are not part of the operation it is very important to know them better, understand them better and build strong relationships with them through the only touchpoint you have: Quarterly Business Reviews.

In this article, we check the 8 most important areas you can cover with your executives to get more engagement.

1. Personal related questions

Why ask:
Essentially every business decision executives make root back to personal priorities. If you understand them better as a person, you understand their business better. That gives you the opportunity to offer better guidance and become a trusted advisor for them personally.

• What they are worried about
• What are their personal challenges
• What personal goals they have

2. Competitive landscape related

Why ask:
Their competitive landscape is their playing field. Their competitors, their differentiation, their value proposition and how they compare to others are very important to know. This helps you to find solutions for them to become more competitive.


What to look for:

• What is their competitive advantage
• Why are they winning clients over the competition
• Why are they losing deals to the competition
• How their market is changing
• Any opportunity they see in the market right now

3. Clients related

Why ask:
Their clients are their source of revenue, so client requirements are very important. Understanding their challenges with their clients can help you come up with valuable ideas. How for example technology can enable them to communicate faster, better and easier with them.


What to look for:

• Who are their best clients and why
• What makes their clients happy
• How do they communicate and collaborate with them

4. Growth related

Why ask:
Knowing their past growth and future forecast is critical to see where their business is going. If they have healthy growth, expansion is on the horizon and they need to scale and have resources for developments. If they have growth issues then they might be cautious with budgets but investments in technology might unlock their growth potential.


What to look for:

• Past growth targets and actuals
• Future predictions, goals and forecasts
• Internal and external bottlenecks of growth

5. Marketing related

Why ask:
Their marketing channels have dramatically changed over recent years by the introduction of social media, eCommerce platforms and the changes in consumer behaviours. Understanding the adoption of these new marketing trends is important to see where technology can help them to build their brand, generate leads and promote their products better.

What to look for:

• How they are leveraging social media and eCommerce platforms
• How they are getting leads and how the channels have been changed over the years
• What are their online marketing strategies

6. Sales related

Why ask:
The ability to constantly sell services and products determine the top line of the organization. If the top line is healthy the bottom line can be healthy, as well. If sales are growing that encourages executives and they become more optimistic and open to IT-related developments. However, with a lack of sales, they are more conservative on general IT spending but always interested in how technology can boost their sales.

What to look for:

• Effectiveness of their sales process
• Visibility, transparency of sales with information, report and accountability
• Bottlenecks of sales

7. Operation Efficiency related

Why ask:
Every organization is full of internal challenges. Broken processes, client experience issues, productivity challenges or growth pains. The quest for operation excellence never stops. This is the easiest topic to engage executives: what is broken and how do we help fix it? It can be a report, an integration, a new application or just better communication.

What to look for:

What processes are broken and why
What is the single most painful bottleneck of the company
What part of the business process generates the most noise in the organization

8. Management related

Why ask:
Every executive leads other people. Managing expectations, meeting with others, communicating, leading projects, accessing information and making decisions are their everyday life. Most of their personal frustrations and excitements are about their management role. Anything that can help them be more productive and become better leaders are a priority.

What to look for:

• Management challenges
• Personal productivity issues
• Communication, collaboration and project management issues

Covering these topics regularly with your executives puts you in a position where you are able to solve their Business Problems. That leads you to become a trusted advisor for them.

Are you truly engaging your client executives and owners?

Download our Executive QBR Power QuestionS 

The reason why QBRs are not repeteable

If you’re an MSP doing Quarterly Business Reviews / Business Strategy Reviews / Technology Business Reviews or anything along those lines, you might have noticed a chronic hurdle: it’s impossible to wrap a process around them that has traction for more than a few quarters. Thus it’s hard to make those productive, engaging, and repeatable. The result is either an ever broken process or the owner of the MSP is stuck in these meetings and prevented from focusing on more strategic work.

What quarterly business review (QBR) means in the MSP market?

As many decision makers of your clients don't play an active role in the day-to-day IT operation, they're often oblivious to the MSP's performance, hard work and value they deliver. A Quarterly Business Review meeting is the single most important opportunity for MSPs to generate executive level client engagement, demonstrate value, discuss business priorities and expand their services.

Why SOME MSP's QBRs are broken

The problem is a too tactical viewpoint of your client engagement process. Typically people in an MSP see various issues with clients that should be solved. Examples:

1. clients are not adopting standards
2. clients don't update their devices
3. clients aren't using Office 365 to its potential
4. clients do not understand the services
5. clients are looking at the competition
6. clients are bargaining on price
7. executives are not engaged
8. agreements are old needs renewals
9. clients are not in the new stack and items need adoption

The list can go long, but the fact is that issues are constantly surfacing that need attention, and most need to be addressed together with the clients. They believe that the root cause of the problem is the lack of proper communication on a particular topic. The tactical approach is taken: wrap a QBR process around the issues. 

Now they have found the topics for the QBR, they automate the process. They start to look for tools and practices to streamline the conversation on those essential topics with some structure:

• standards and their score of adoption report (clients are not adopting standards)
• warranty report with recommendations (clients not updating their devices)
• Office 365 adoption report (clients are not using Office 365 for it 's potential)
• Service utilization report (clients do not understand the services)
• Service Satisfaction and Ticket Reports (clients are looking for the competitors, clients are bargaining on price)zoo
• Strategy Technology Reports (executives are not engaged)
• Service Agreement Renewals (agreements are old needs renewals)
• Solution Stack Adoption Report (clients are not in the new stack, items needs adoption)

Why is this a flawed approach?

The approach is not sustainable as it does not address the real problem. The real question is not that those topics need to be discussed with a client efficiently. The root problem is that ALL of those topics must be covered with ALL clients REGULARLY in a very compressed time frame.

If an MSP misses ANY of those conversations with a client, they start to build up an account management debt with the client. More account management debt means less engagement, more risk, and lower profitability with a client. 

What is Winning practice?

The more strategic approach for client engagement is solving the root problem. The MSP defines all the possible topics to cover with the various audiences of the client. The MSP sets the general priorities of introducing a process for the given communication need, and also specifies the system to be able to spread topics with clients over a yearly period in client-specific QBRs.

Step 1: Define the topics by audience:

Now the MSP defines what needs to be developed and priority.

7 example topics with executives for strategy/business engagement

• Business Strategy Analysis
• Technology Landscape Review
• SWOT Analysis
• Competitive Analysis
• Digital Transformation Strategy Planning
• IT Infrastructure Development Planning
• Business Application Planning

7 example topics for executives for strategy/technology engagement

• Technology Health Review
• Cybersecurity Health Review
• Information Management Review
• Policy and Compliance Analysis
• Technology Improvement Roadmap Planning
• Technology Initiative Planning
• Technology Budget Planning

7 example topics for Managers for Tactical/Business engagement

• Service Process Reviews
• Team Scorecard Review
• Customer Satisfaction Review
• Master Service Agreement Review
• Service Utilization Reports
• Project Reviews
• Budget Reviews

7 example topics for managers tactical/technology engagement

• Solution Stack Compliance Reviews
• Project Reviews
• Ticket Reviews
• Operation Scorecard Review
• Critical System Reviews
• DR / BC Planning
• Warranty Reports

The case might be that the MSP decides to start with the Tactical/Technology part to engage the main contact person AND start some strategic conversation with executives with a Business Strategy Review. Now both main stakeholders are going to be engaged until the remaining topics unfold in the quarters to come.

Step 2. Set Development Priorities

These 28 example topics cannot fit into a single QBR session nor be developed over a quarter. That means the next step is to set priorities and craft a mini development roadmap of the most important issues. That defines the solutions for the most critical issues kept in mind; the rest being dealt with over the next few quarters.

It also gives an opportunity to slowly build the systems around the solutions, test the processes, and help clients adopt topics quarter by quarter.

That allows the MSP owner to relax and see how the client engagement topics are going to be developed over time. Also, it gives confidence to the AM team that it won't be just a "quick fix" with "another tool."

Step 3. Plan the solution stack and automate

Now, the QBR process is not determined by any "QBR solution", but it is an open book of topics and ideas. The problem is QBR solutions offer specific QBR processes for the topics THEY see important. These topics could be "Best Practice Adoption" some for "Lifecycle Management", some for "Strategy Overview", some for "Asset Management". The adoption of those tools solves one problem only and it’s always a temporary one. It does not promote covering "all topics", does not promote a roadmap to develop further and does not even promote the MSP's special take on those critical meetings.

Instead, what is needed is an open hub for defining and discussing the topics and automation to gather inputs for the meetings and setting outputs after. 

If a topic example is Solution Stack Standardization, then the input is a score of their current Stack Adoption, and the output from the meeting is a set of recommended processes. This is a standard process; many tools can leverage.

However, if you have many topics distributed throughout the year and you would like to track which topic was covered with which client you need more horsepower to automate this.

Conclusion:

The philosophy of applying tactical solutions for a QBR with clients was a great process to start any QBR conversations with clients. However, as the operation matures, client expectations start varying. The technology service provider competition means more top MSPs need to see their QBRs as a real strategic differentiator. They need to be ahead of the curve, stay unique, and articulate their value for all client audiences.

All of your clients are 100% aligned and engaged?

Download OUR QBR Discussion Points Checklist

How to craft a perfect QBR Process

Quarterly Business Reviews are tricky. Some clients are not engaged with your QBRs and require a different approach, some clients don't justify the time spent on a QBR every quarter, and some clients are more mature and need different reports, even some demanding complete technology roadmaps and updates...do you need a custom QBR template for each client?! If there's no one fit-for-all QBR process or template it seems that scaling Account Management and vCIO is going to be near impossible, since every client is different.

In this article we show you a method to assess the complexity of your QBR needs and the time you can afford to run those meetings. Then we introduce three different types of QBRs with all the major agenda points, and we'll show you how those QBRs look in an example.

So you'd like to get set up and running quickly with your QBRs to generate client engagement and opportunities with Project Roadmaps?

The vast amount of selection of report templates, widgets and software functions can be overwhelming when you start. We put together a quick guide to let you choose not only the templates but the best approach and software functions as well.

STRUCTURE, MANAGE AND AUTOMATE YOUR ACCOUNT MANAGEMENT AND VCIO PROCESESS

Prerequisites:

Before we jump in, just a reminder of the four roles of Client Engagement. If you have not yet read the article you might start there. The four roles that make you a high value business partner

A quick refresher: The idea is that there are four critical roles your company needs in order to engage a client. These roles are distributed among Strategic/Tactical and Business/Technology domains. The challenges is to make sure you command all domains and communicate priorities with clients. This is a basis of planning and designing a QBR.

With respect to the four roles in your QBR there are communication agenda items for each:

What we are going to address here is which role and which agenda should be covered with the different types of clients and circumstances.

Walkthrough:

In this video we are going through the 3 steps that will find you the best template for your QBR.

1. How to do a quick self assessment - now you know what approaches you might need
2. How to choose from the three approaches - now you know what the different approaches do
3. How to perform each approach - now you know what topics are covered and how

Step 1: Self Assessment

Not all QBRs are created equal. Each MSP has their own way to interact with clients based on their current situation.

To choose the right template for your QBR you must first assess your current situation to determine the best course of action.

Assess the Complexity Scale

You should decide whether you have small, medium or high complexity in regard to QBRs.

Average Client Size

• • Large client 75+ seats (high)
  • Mid size client 25-75 seats (medium)
  • Small client 25- seats (low)

The larger your clients are the more complex their business and IT environments can be. This requires assembling more complex reports delivered to different stakeholders.

Your Team Size:

• • A Team delivers QBRs (high)
  • A single Account Manager or vCIO delivers (medium)
  • The MSP Owner delivers (low)

The bigger your team is the more communication, alignment and internal documentation is needed to stay productive.

Audience:

• • Business Focus and Technical focus with multiple stakeholders (high)
  • Mostly Business Focus with Executives (medium)
  • Mostly Office Managers or IT Coordinators (low)

The more people involved throughout the QBR process the more alignment, communication and documentation is needed to get ideas and approvals across.

Decide the Complexity: High / Medium / Low

Considering your answers decide whether you need a Small / Medium or High Complexity approach.

Assess the Effort Scale

You should decide how much time you would like to allocate on the development and the maintenance of the QBRs. This helps to make sure that the process is conducted efficiently and won't be wasted effort.

Time for learning and implementation

• • Less than 3 hours of initial implementation time (low effort)
  • 3-7 hours of initial development time (medium effort)
  • 7-10 hours of initial development time (high effort)

While it is possible to edit and customize the templates, we recommend you start by using the templates as provided. Once you've learned the basics, then, if you have the time and or resources, spend time on customization. 

Preparing a client report:

• • Less than 30 minutes per QBR (low effort)
  • 1 hour per QBR (medium effort)
  • Up to 2 hours per QBR (high effort)

The more time you can dedicate to a QBR the more widgets you can use and the more software functions you can leverage to generate more engaging processes with clients.

Maturity of the current processes:

• • You have a current process in place with automation (low effort)
  • You have a process but need better automation (medium effort)
  • You do not have a current process / best practice (high effort)

The more mature your current QBR process the less time you need to develop your processes and deliver them.

Decide on the Effort: High / Medium / Low

Based on your answers decide whether you have a Small, Medium or High Effort approach.

2. Three Approaches of QBRs

Based on the Complexity / Effort scales, choose which template you'd like to start with.  

Basic QBR

If the effort is medium or low and the complexity is medium or low we suggest you use the Basic QBR.

The process uses a simple IT Infrastructure Audit with a generic MSP IT Infrastructure Health Assessment. It helps to quickly assess a client, prepare the report, farm projects and handle all tactical elements ad-hoc.

• Simple and ideal for ad-hoc meetings
• Very quick adoption time (2-3 hours)
• Great for technical related conversations
• Can be done irregularly once or twice a year
• Farming projects to a roadmap
• Very quick preparation time (~30 minute)

Advanced QBR

If both the effort and the complexity sit in the middle we suggest the QBR report template and simply removing or hiding most of the widgets.

The process uses more content widgets to make recurring meetings possible such as meeting agenda, executive overview, what's new, technology landscape and widgets with embedded technology reports such as Brightgauge.

This can leverage the tool's Snapshot feature to show progress over time.

• Add a regular cadence
• Clarity on progress and value
• Accountability with logging the meetings

Expert QBR Approach

If your team is large and your clients are demanding or you are offering this process as a part of a paid engagement we suggest to go all-in. The modular report builder is going to give you many options and functions to use. Again, you can start small and add functions along the way.

Scorecards can be used for getting insights from internal resources, users or their executive team through simple questionnaires, and pushed into scorecards. 

Service Review widget is a way that you can associate service bundles to your clients and review the offered services one-by-one. This is a great way to officially review your services with high maturity and demanding clients.

• Very versatile approach for handling very complex use cases
• Can be branded to your organization for use as an internal report (for internal IT teams)
• High level of PSA integrations allows you to develop very efficient workflows
• The report can be version controlled by an admin and lower permission users can only complete reports
• Combining with the Client Engagement Software overall Client Engagement Scores can be generated

Conclusion

Finding the right way to craft and effectively deliver your QBR requires the following:

• Understanding your Client Engagement roles
• Understanding the QBR agenda for each role
• Understanding what level of complexity in QBRs your clients require
• Understanding how much effort you can put behind a QBR
• Choice of an approach (or multiple if needed)
• Designing the agenda items
• Building a dynamic report that reflects the required outcomes

It might be intimidating but for Managed Services Clients you just need to go through the decision making process and pick our pre-built templates. Customize what you need but always consider the required time of development and delivery implications of those developments.

How to build client rapport under pressure & limited time

A new customer of Managed Services Platform called us the other day: “Guys, I have a concerned client and risk going into a meeting completely unprepared. I want to do it professionally so they see I am fully organized on their needs, that I can get my ideas across and have an engaging meeting with them. Oh.. did I say I have only one hour?”. We helped this client shift from being reactive, defensive and unorganized to professional, confident and prepared by assembling their personal committed overview ready for the meeting in 30 minutes using our pre-built templates and software. This is how the risk was turned into opportunity.

Get long term client loyalty

with regular and strategic QBRs and IT strategy meetings

Use Case Overview

After our session with the MSP, and getting a strong result quickly, we recorded a similar process internally with a mock client to be able to demonstrate the preparation process. We went through the process the same as we do with our MSP client. We should note that this is not a normal process, but an example of how our tool can be used in a fire fight to save a potential churning client.

Problem:

• Multiple issues had to be handled
• Both MSP and their client had legitimate issues (high-stakes meeting)
• Preparation time was extremely limited
• No customizations had been made yet from our pre-built templates

Result:

• MSP was able to control the communication rather than reacting to client complaints
• MSP was able to demonstrate the value of the services and show that the client issues were minor problems easily fixable with suggested projects (free in MSPL)
• MSP was able to get on the same page with a client on what to do next and to set proper expectations going forward
• The MSP owner was delighted in not just saving the client, but turning them into an advocate with a proper communication process

Use Case Brief:

• Roles - Account Managers / Technical Account Managers / vCIOs
• Maturity Level - Low / Medium
• MPSL Software Subscription - Entrepreneur Plan ($250/month)
• Solution Set Prerequisites - IT Infrastructure Audit Solution Set
• Time: 30-60 minutes

Solution:

• Use an IT Infrastructure Audit to frame the problems in a business context
• List all the issues onto a roadmap as custom solutions to client issues
• Score all other domains to demonstrate the value of services
• Use the missing score items to generate more project items
• Finalize a project roadmap with all current issues and all proactive projects
• Use the roadmap to move the client from reactive tactical thinking to a proactive strategic mindset

5 Questions that will make your Client Meetings Strategic

What would it feel like not just having great and engaging meetings with clients but being able to become true business partners? Progressive MSPs has been started because when the Quarterly Business Review (QBR) meetings aren’t focused on the “Client’s Business Review” but the “MSP’s Business Review” then engagement drops and the relationship gets mired in the technology partnership level. Although it raises a concern about the scalability of the process - as account manager employees seem to have trouble engaging executives with real business discussions - there are best practices that can be applied to empower employees to elevate the conversation.

In this blog we collected five great conversation starters that will generate huge engagement among high-value client business owners and executives. Your growth need not stagnate just because you as a business owner are the only one who can deliver these meetings.

Upsell your clients with strategic QBRs and IT strategy meetings

Prerequisites for making business conversations easy

We have been teaching, coaching and guiding MSPs to do better consultative sales meetings, quarterly business reviews, audits and annual strategy workshops. We have researched what types of questions work and what questions won’t engage executives.

There are seven common traits among great questions that can elevate your conversations. You can read later five of our favorite questions, but we wanted to empower you to be able to create your own sets of questions later.

1. Leading. Questions are open-ended and generally based to help the interviewer drive the conversation without need of great expertise in the topic.
2. Low-risk. Whoever answers the question feels no pressure or risk of being intimidated or sharing information that would not be shared openly anyways.
3. Trust building. Show honest curiosity and make the interviewees feel understood.
4. Contextual. Relevant in multiple potential contexts. Questions can be asked in annual meetings, quarterly meetings or even in ad-hoc social events.
5. Discovery. Ensure you take notes and go deeper when needed.  The answers can be used for general purposes or follow-up later with more information.
6. Actionable. Drive specific actions or generate complete action plans from the answers and topics.
7. Consultative. Ensure you conduct business and consultative conversations rather than promoting technology or solution specific outcomes. 

If the questions you ask executives are missing one or more of these traits then the result can be stalled conversations, uncomfortable feelings, and lost confidence.

Ok let’s dive into the questions one by one:

1. What made you successful in this business in the first place?

This question leads you to uncover the client’s main value proposition. That means they will talk about what distinguished them among their competition, why they started the business and what made them successful in the first place. This makes most executives proud as this is their story.

You can lead the questions towards the relevance of these aspects today. What puts their success at risk? How do they keep being successful in the future? Those avenues can help you to find potential business issues your company can help solve, either in the short term or in the longer-term.

2. What does your team do every day to keep clients happy?

This question leads to discovery of the core functions they have to do well to run the business. The team’s required focus on the critical things has to be maintained in order to keep clients happy. This is more important than ever as the competition is getting fierce in every industry.

That information gives you many clues of different operational challenges, bottlenecks and potential headaches for the executive. You can find initiatives they are working on and can capture important priorities you might be able to address with tech solutions.

3. What are the three things in your market that would not be relevant in the future?

This question leads to the future. What’s not going to be important in the future will reveal what will be important tomorrow. This is really a hidden strategy related question uncovering their perspective of future priorities.

That information gives you clues about how they see how technology itself will shape their industry, and how digital transformation is affecting their industry and company. You can understand what role they are giving to their technology initiatives. That gives you a great overview about what level they value your company’s help.

4. If you could work only one day a week, what are the critical things you would need to do to maintain the company?

This question leads to understanding their personal priorities. If they would have only one day to work a week, what roles and activities would they choose. This personal question can reveal many personal priorities. Also, it can be used to put in a negative order. See what types of work, obligations or roles they do not like. 

As an example, if they would answer: “I wish I would not have to do any cash flow management ever again” that can help you to see it’s a personal pain point for them. Or they may think about the core roles they play in the organization. 

This question is not an obvious one and very challenging. People usually do not have a quick answer for that but it can also unlock their personal goals with the company.

5. What habits do you want your leadership team to obtain

This is also a great question to unlock leadership gaps. Now, most executive’s main priority is to build a great leadership team. This question is focusing on the potential gaps the leadership team sees. 

This can help you to understand the personal leadership priorities and the leadership issues preventing them from growing - common needs such as better meetings, more accountability, better motivation or personal development. This will give you many clues to the pain points the leader has with managing and building a team. 

3 Steps to make this work

In the technology sphere most account managers, technical account managers, and vCIOs are engineers at heart and sometimes these types of conversations don’t come easy.

However, being in a comfort zone means going back to a technology conversation that is comfortable for the account manager but not engaging to the client.

Based on hundreds of sessions we have learned that confidence is everything when it comes to client meetings. Nobody wants to be in a situation where they don’t feel competent, confident and in control. Let’s follow these three steps to apply these questions to your next meeting. 

1. Read aloud and tweak it until you feel authentic. Make sure the questions are comfortable to ask and natural to you.
2. Think forward, what types of answers you might get and what would be your response to dig deeper or to switch the topic.
3. Call 3-4 friends, team members or even your CEO and include these questions in your natural conversation. Listen and see what happens.

This skill will change the type of conversations you have with business executives and can transition you from being a great technical gifted account manager to a very assertive business consultant.

On a bumper sticker

Think about the following briefly:

• Think about how many times you are covering these types of topics with your clients? 
• What you are missing out by not having these discussions?
• What are the obstacles preventing you to put these questions into your client meeting agenda?
• How would you be perceived when asking these types of questions as a technology provider?
• What is your comfort level to lead conversations in these points?
• What would you get by having these business-related conversations?

The more you and your team are getting comfortable diving into your client’s businesses the more opportunities, loyalty and trust you are going to obtain. Put together your own versions of the questions, tweak them and make sure you are becoming a high-value business partner by helping your clients as best you can.

How to get out of your “Client Engagement Debt”

As a Technology Provider, you’ve undoubtedly encountered the symptoms of your clients' "Technology Debt." This is the manifestation of the inherent costs of perpetual support for less-than-optimal technology. This is a drain on both you and the client. Client Engagement Debt is a similar concept that encompasses the implied cost of not having enough quality Account Management, Technical Account Management, vCIO or IT Consulting activities with your clients. This costs you money, erodes trust, loses opportunities and even lowers the value your clients see in your services. Let’s take a look at how much debt you have and how to get rid of it this year.

STRUCTURE, MANAGE AND AUTOMATE YOUR ACCOUNT MANAGEMENT AND VCIO PROCESESS

7 Symptoms of Client Engagement Debt

Let’s cut to the chase and see whether you have Client Engagement Debt. The following list will provide symptoms of unhealthy Client Engagement Debt.

1. Meetings are ad-hoc - meetings are set not well in advance but because of an issue, opportunity or client request
2. Conversations are tactical -  issues have piled up so the discussion is long and strategic topics go unaddressed
3. Too much preparation time - there are no snapshots or baseline reports so conversations have to start from scratch every time
4. Conversations are technology-focused - the lack of business discussions leads the meetings to technology discussions usually with non-executives
5. There is no Strategic Governance - the quarterly meetings stand on their own and aren’t supported by a strategic roadmap
6. The MSP owner is the only one who can do QBRs - the MSP owner is overtaxed with integrating all the missing pieces to present to a client

and this symptom is very tricky… as it presents as a great outcome of hard work..:

1. Efficiency gains - reduced ticket count and efficient operation generate less natural facetime with a client. This is positive in general but it might relegate the MSP to a “low touch” partner role if there are no consistent proactive Account Management meetings in place.

Potential implications for different MSP size

Client Engagement Debt is not something that happens overnight because of a sudden issue or problem. Rather it’s a result of a slow eroding process of various inhouse and external factors. 

External factors like technology commoditization, more millennials in the workplace, general technology adoption, tech savviness and the overall maturity raise the managed services market.

Internal factors like Account Management processes, quality of client meetings, time invested on client meetings, discussed topics, previous attempts of developing client engagement initiatives.

Here are the potential implications for MSPs of different size and maturity:

Small MSPs

If your company has less than 5-7 employees the chances are high that the owner is the only resource capable of delivering engaging client meetings. The obvious time pressure limits the resources available for developing programs or delivering quality interactions with proper follow-ups. The challenges are in streamlining the process and becoming more strategic with these conversations. This goes back to defining an Annual and a Quarterly process with clients, and support it with an application that helps the sharing of conversations and action plans.

Mid Size MSP

If your MSP has 8-20 employees the chances are high that there is a full-time individual responsible for Account Management and/or vCIO activities. The challenges at this point are related to accountability, scalability and a unified experience through the process. Properly set expectations for the client segments, proactive playbooks for activities, measurement of engagement as well as defined and adopted technology standards. These are the foundations of a process that will scale.

Large MSPs

If your MSP leadership were able to pass the 20 person mark then your 2nd layer of management should be in place and, due to your size, multiple people are responsible for different levels of client engagement. Account Managers, Technical Account Managers and vCIOs are working together as a team to drive client engagement. Now the challenges are more on the management and scalability side of the house. Processes, unified workflows, shared information, productivity and duplicate-able client meetings are the priority. As the team has to work together, a single QBR process might include 3-4 people in various roles to prepare a report, deliver the meeting and follow up all tickets, projects or opportunities. This leads to internal client engagement operation initiatives.

Regardless of the size of the MSP the real solution for managing Client Engagement Debt is similar to getting out of financial debt.. First create a momentum to start paying back the debt, then stabilize the operation to prevent future debt arising. That is why a holistic approach is needed rather than a quick fix.

Holistic Client Engagement Development

Let’s not go into the details too much here. If you feel you have these symptoms and are less engaged with your clients, you need to fix it soon. It’s critical because being an MSP is a “High-Touch” business model. Your foundation is a very close relationship with clients. In the past “Solving the IT Problems Together” created a natural bond with your clients. Now that you’ve been so successfully efficient you need different activities to maintain quality engagement.

Client Engagement Development has four components:

1. Client Engagement Foundations

Before we hit the road and cut the Client Engagement Debt we need to lay down the foundations of your Client Engagement.

Essentially, what is the level of Client Engagement your MSP wants to provide, who is going to provide it and what will comprise its requisite activities?

1. Client Engagement Goals and Strategy
2. Client Engagement Roles
3. Client Side Roles
4. Client Segmentation
5. Client Segment Playbooks

2. Standardization

Once we have these foundations you have to define your standards. These standards are required to create an overall scoring of the technology health, applied best practices and technology stack adoption by your clients. These make the misalignments actionable for your team and standardize the operation, and will hugely attenuate ticket noise, as well as render the Account Management process easy and repeatable.

1. General Standardization Strategy
2. General Standardization Process
3. Service Standardization
4. Technology Stack Standardization
5. Technology Best Practices Standardization

3. Client Engagement Activities

Now you can start establishing your client engagement activities. What is going to happen in the Annual Strategy Meeting, what will you do in the Quarterly Business Review Meeting, what types of Audits will you have (Cybersecurity, Infrastructure, Office 365) and so on. This is going to define the various activities you’ll provide to the distinct client segments you’ve defined.

1. Technology Engagement Activities - Technology Roadmap Planning, Quarterly Business Reviews, Technical Audits etc.
2. Business Engagement Activities - IT Strategy Planning, Quarterly Business Reviews, Business Workshops etc.
3. Sales Engagement Activities - Renewals, vCIO Project Scoping, Consultative Sales Meetings

4. Client Engagement Operations

Parts 1-3 were about developing your Client Engagement - and now we move to execution. Now you need to manage your people (or your calendar if you are alone), schedule meetings with the right contacts, manage meetings and generate and maintain client roadmaps for governance. This part is about efficiency: less time in preparation, more effective conversations, and productive handoffs to the delivery team. Here’s where we are going to learn how to run an effective client engagement operation.

Your Reward: Client Engagement Excellence and Account Management Dividends

Client Engagement Activities done well reduce your Client Engagement Debt and prevent future Debt happening.

1. You run an efficient, profitable operation by adopting technology best practices, a unified solution stack, and well-defined services.
2. Your clients are better engaged, value your services more highly, feel they’re getting what they’re paying premium rates for and generate sustainable growth for you.
3. You can differentiate your brand and demonstrate your value to your clients.

Without a strategic effort, your next Client Engagement initiative will likely stall and never take off for scalability. Let’s do it right this time.