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Hire relationship builders, people who are curious and like to learn, and who are detail-oriented. Make sure the systems and processes you put into place are simple, scalable, and partner well with other systems and departments in the firm (like time entry, project planning, time off, etc.). Learn and understand every inch of how an opportunity grows into a project, gets delivered, and closes out. RM won't be hands-on in every step, and shouldn't be, but this knowledge helps you expand rules/guidelines around staffing procedures, informs the conversations you have with stakeholders of all levels and departments, gives you more credibility within the firm, and creates stronger partnerships. It also helps you create and enhance systems and data to provide better guidance for high-level business decisions. In addition to knowledge and partnership with other departments (delivery, HR, finance, recruiting, L&D), ensure your team is trained on best business practices, communication, DEI, tools and systems, change management, and project management basics. Invest in upskilling them as well, especially in tools, reporting and systems. Invest in an admin role. Someone who can do data entry, email follow ups, and the like. Hire someone in at this level and teach them RM skills on the job to progress their career. Hire laterally as well, but make sure you're growing your team from the bottom up as well. Cultivate a friendly atmosphere within your team - this is a hard job, often thankless, often underpaid and undervalued. Having a team that laughs with, cries with, and supports you (plus fair market compensation and benefits) will keep people in this role even when a project lead blames the loss of a million-dollar contract on them.
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