By Art Kuesel
The thirst for knowledge about how to manage and lead a firm in difficult times has gone through the roof, as has the focus from important to urgent. Firms took a while to adjust to a fully remote work force, but many of the related challenges such as productivity and team development were met with creative and effective solutions.
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It’s my opinion that several challenges have yet to be tackled, including managing 100 percent remote client engagements effectively, virtual business development and achieving a sustainable and less disruptive approach to “daily” life within the firm. Everyone is dealing with so much change, and it is nearly impossible to plan long-term. We are still very much dealing with urgent issues daily, leaving important ones for another day.