If you don’t effectively express your vision for your firm, others will. And they may not create the culture you want. Culture is part of everything in the firm. It answers questions such as: Are staff given latitude in how and what they work on, or are their work schedules and projects tightly controlled? How do people dress? What are their hours? How much time do they take for lunch? How do they treat each other? How do they treat clients?

If you don’t set the most important goals for the firm, staff will set their own. These may not be the goals you want. And there is no guaranty that everyone will pursue compatible goals. Do you want your people to concentrate on customer service, growth, low overhead, client development, etc.?

Examples you set will be emulated by others. If you communicate primarily by e-mail, others will do the same. The value of interpersonal relations will be diminished. If staff behavior is deficient, you may be setting a bad example. Does your behavior set the right standards for interaction with each other and with clients?

If you want the desired culture to take root, you must not only be a model, you must also communicate it repeatedly. Incorporate it in your newsletters, on your intranet and Web site, in your employee manual, etc.

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From Partner Advantage Advisory, February 2006, p 2, Hudson Sawyer Professional Services Marketing Inc. www.hudsonsawyer.com. Subscription $279 per year; single issues—$25. Orders 800-945-6462.