Richard Tubb's Blog, page 2

Wired for Connection 7: Empathy and Sounding Boards: How to Deliver Partner Care

Jessica Holmes is the Senior Manager of Partner Care at ConnectWise. She leads a global team dedicated to turning complex partner challenges into solutions. And with nearly a decade in the MSP world, she knows what it takes to support people through the tough stuff and help them thrive.

Her own career path took a big turn when a leader saw her potential and encouraged her to step into something new – a reminder of just how powerful it can be when someone believes in you.

But Jessica’s story doesn’t stop at tech. She helps run a UK-registered dog rescue charity and also volunteers with a therapy dog organisation – work that keeps her grounded in compassion and reminds her daily of the importance of care, whether for people or pets.

An Interview With Jessica HolmesDe-escalating Difficult Situations in Partner Care

Often, MSP partners get in touch with their vendor when they’re having a problem. This can make conversations hard. Jessica explains: “Whenever someone is rude or abrupt, I always think that the person’s behaviour is just a symptom of how they’re feeling. It’s not personal.

“So I think about how I can break that down. Getting to know the person and building trust always helps. Ideally, you want to find ways to grow connections with your partners before they hit a problem. That way they’ll find it easier to interact.”

Jessica adds that there’s a balance between showing that you’re a nice person and not just giving the customer what they want. “There’s always a reason why things can’t be done faster, or just aren’t possible. And sometimes I just have to find a way to de-escalate a tense situation.”

Being a Sounding Board in Partner Care

Part of being in the partner care team involves being a sounding board. “There are a lot of emotions and opinions when tech goes wrong, and those are completely valid. But these things happen. And human error is part of it, too, and things can go wrong.

“Sometimes, when people are frustrated, we just have to take it. Then, we can find a way to resolve it. And this ties into de-escalating things too – we have to think carefully about how we respond to people. It’s important that partners feel that they’re being listened to, and we have to show empathy.

“And on occasion, we (the vendor) don’t think that the error is our fault. But we know that the partner has to feel heard, valued and understood. That means that sometimes we just have to take the blame and be the sounding board for them to vent their frustrations.”

Finding Empathy on Both Sides

It’s not easy to empathise with frustrated partners, Jessica acknowledges, but it’s something that has to be learned. “We also have to learn the art of negotiation in partner care. Because to get a resolution, it takes both sides to work together.

“And the partners aren’t always as empathetic with us. We’re not the bad guys; we’re trying to help them fix the problem. And we haven’t deliberately caused a problem with their software, either. If they can explain their issues without getting frustrated with us, we can help them quicker.

“You can have two people looking at the same situation but with completely different understandings of it. So when a partner is frustrated, we need to strip it back and say ‘We understand where you’re coming from, but this is what I see.’ We know the problem is making things hard for them, but if the partner is aggressive we can’t resolve it. We need to work together.”

Why we Need More Positive Reinforcement in Keynotes

As part of her role, Jessica attends lots of industry events. She’s noticed a trend that keynote speakers often use negative reinforcement. “I think if we used positive reinforcement instead, that would foster an environment that we’d all enjoy and thrive working in.

“There’s a lot we can do to make the workplace a more positive experience for everyone. Good mentoring, giving praise and rewarding hard work is so important. It leads to a much warmer and collaborative working environment. One where everyone gets stuck in and gets involved for the right reasons.

“We don’t want people to feel that they’ll be punished or there’ll be repercussions if they don’t take part. Positive reinforcement fosters better relationships, which leads to better results. But I don’t think we see enough of it in our industry.”

One Thing Jessica Would Change About the Industry

“If I could change one thing, it would be for everyone to remember first and foremost that nobody is setting out to give you a bad day. Nobody in a support organisation or  the dev team, wakes up thinking, ‘I really want to mess with your day today. I’m going to have a great time cutting this service.’

“If partners could remember that when they raise a ticket, it helps with us understanding each other and working to find a resolution. Remember that we’re here to support you. We’re all in the same industry with the same goals and ideas.

“We all want the same thing and that’s to grow together. When you open a ticket, give some context. Tell us what you’ve already tried so the tech support knows. If you don’t tell them, they’ll ask what you’ve done, because they’re not a mind-reader. If people remember that we’re all on the same team, it reduces their frustration.”

What Jessica Loves About the Industry

Jessica’s answer to this question matches what all our other guests say. “The thing I love the most is the community. The people in the space are incredible in their own individual ways. Everyone is unique and interesting and I love learning their stories.

“When we focus on the community and do more together, we get to know the people making the decisions. We learn who the people are behind the job roles, and that’s helpful in so many ways. We’re lucky to have so many amazing people in the industry.

“Yes, we all have bad days, and in partner care we have bad calls, too. But that’s heavily outweighed by the amazing community and the amazing people.  There’s an overwhelming friendliness and helpfulness throughout the whole community. The people I work with every day are incredible and they make my job worthwhile.”

How to Connect With Jessica HolmesConnectWiseLike ConnectWise on FacebookFollow ConnectWise on XFollow ConnectWise on LinkedInConnect with Jessica on LinkedInHow to Connect With Lenka and VeraSubscribe to the Wired for Connection RSS FeedFollow @tubblog_msp on InstagramConnect with Lenka on LinkedInVisit Vera’s website: T-ConsultingFollow T-Consulting on LinkedInFollow T-Consulting on FacebookFollow T-Consulting on TwitterConnect with Vera on LinkedInMentioned in This EpisodeMSP Community: The IT NationYou Might Also be Intererested inElevate Your Client Retention Strategy with Outstanding Customer ServiceInvest in Mental Health for a Happy MSP TeamPodcast: Empower MSP Teams to Deliver Better Customer Services

A List of MSP Awards for UK IT Companies

Has your MSP (managed service provider) business ever won an award or been nominated for one? Would you be interested in putting yourself forward for one? Why or why not?

Why You Should Enter MSP Award Competitions

Winning an award, or being nominated (even if you’re not a runner up) is great for your IT business. Why? Because it shows your current and potential clients, suppliers, partners and vendors that you’ve been recognised for the great work you do.

It also shows that an independent third party or panel have looked at what you do and how you deliver it, and agreed that you should be credited publicly. Plus, it gives you an opportunity to get to know other businesses, who you could collaborate with or take inspiration from.

There are MSP award ceremonies that are national, Europe-focused and global, and UK MSPs are eligible to apply. Some have categories focusing on niche or specific services. IT companies are recognised for innovation, app development and cybersecurity, amongst others.

A List of MSP Awards

This list is not exhaustive! I will update it when new awards come to my attention, but it should get you started!

MSH Awards – Part of the Managed Services Summit, the aim is to recognise and reward excellence in a dynamic industry sectorChannel E2E – They produce the ‘Top 100 MSPs List’, identifying and celebrating the best vertical market MSPsCloudtango – The awards recognise the most successful MSPs. Their 2021 list focuses on cybersecurity, support, infrastructure and cloudBest Managed IT Companies – The company uses an aggregate scoring system to find the 50 best-practice IT companies in the countryChannel Futures – The MSP 501 is a survey and ranking of managed service providers, which has the added bonus of allowing businesses to see how they perform against their peersChannel Web – the CRN Channel Awards celebrates the power of the channelCorporate Vision Magazine – Their Technology Innovator Awards recognises software, hardware, communications and manufacturing developments in the IT industryGlobal Excellence Awards – Categories include Most Outstanding SME IT Support Specialists and Outstanding App, so quite variedEuropean MSP Innovation Awards – from the Channel Partner Insight digital publication, recognising innovationComms Business Awards – this is open to Partners, MSPs, Resellers, Distributors, Specialists… everyone!GTIA Spotlight – acknowledging Vendors, MSPs, Tech Leadership and moreChannel Pro Network – Readers Choice – Email security s(pecifically sent) but also cover Cloud Computing, Managed Serivces, Virtualisation, Mobility, Storage, Security, Distribution, Hardware etc

If you know of another award that should be added to this list, then please feel free to contact me!

MSP Marketing: 6 Quick Tips to get you Moving

For today’s article, I’m handing over to guest blogger, Hayley Newlove,  MSP Marketing in EMEA Lead at Druva.

In this guest post for Tubblog, Hayley Newlove shares her expertise on marketing for today’s MSPs. She’s worked in channel marketing for over 10 years and has a passion for helping businesses get what they want from their marketing. She’s also keen to be a voice for women in tech.

Marketing today as an MSP is a tough gig and the requests are many. Sales directors want new logos from blue chip companies weekly, sales teams are clamouring for leads, leads, leads…

Meanwhile, you and your team want to demonstrate true marketing value. It can feel like we’re being pulled in 100 different directions all while juggling our own tasks: packing up for tradeshows and events, hauling pop up banners/cupcakes/t-shirts (in every size imaginable) on our backs through tube stations/train stations like a true marketing pack horse!  

I’ve spent over 10 years in channel marketing, and I’ve learned a few things along the way about B2B marketing in this dynamic and fact-paced space. Here are my six top tips: 

1. Block out the Noise 

This one is crucial. Distraction is everywhere. If you’re only going to take away one thing from this list, let it be this! When you’re managing multiple vendors, targets and stakeholders the noise can be overwhelming. 

If the sales team comes to you with an industry event you’ve never heard of (or missed) and wants to know why you weren’t there – do not stress, that event wasn’t part of your event strategy for a reason. 

Remind them of the events that you have prioritised and why/what you expect to get from them. Sure, take a look at the event for next year, but for now, stick to the plan you have.

2. Set your Strategy

Quarterly, bi-annually or annually? Whatever the cadence, set a strategy. Be pedantic with goals and numbers: what does success look like? What is the pipeline goal, how many MQLs/SQLs do you need to get there? Let the creativity flow after. 

Strategy shouldn’t be an afterthought to a spontaneous BIG IDEA, the big ideas should flow from the strategy and targets you’ve set. And always block out the noise from other people, if the Sales Director has had a great idea in the shower REMEMBER this doesn’t need to be your next campaign.

TIP: I always like to work backward from the goals: target is X for net new ARR, I’ll need x SQLs, x MQLs – what activities are going to drive this number? Then I think about how I can make this stand out.

3. Consistency in Your MSP Marketing

Be consistent and don’t be afraid to try something more than once. Marketing strategy needs two parts running in tandem – your “always on” marketing and your campaigns. 

The always on should fuel your organic channels: think social media, blogs, case studies, webinars. This should form a core part of your marketing and keep your brand visible even if campaigns drop off a cliff or budget is tightened. You’re breathing life into your brand. 

It doesn’t have to be big and it doesn’t have to be flashy, just consistent. Keep it simple. Could you post a Monday meme, share a throwback video, introduce a new team member or offer a monthly poll?

You don’t have to reinvent the wheel: re-use, recycle and reframe content. Has your techie presented a webinar? Great! Add it on demand as video content, use bite-sized snippets for social media for the next few weeks and write a blog summarising the key takeaways. Whatever it is, just keep going and build momentum.

4. Utilise Your Vendor Marketing Team

Being directed to a partner or MSP portal is annoying and lazy. Vendor marketing teams exist to support you. Your marketing contact should be sending you: ideas, social media and content ideas.

They should engage with your marketing plans and suggest speakers; help arrange events and show up where it matters. You’re an extended team and you should hold them to that standard.  

Don’t be afraid to put pressure on them – ask them what’s working in terms of digital strategy, what is delivering their pipeline. They should be able to tell you (or find out). Request insights, blogs, or thought leadership on current trends. You can repurpose their content to suit your audience.

5. Play to Your Strengths

With MSPs geography sometimes is king. If you’re looking for a niche, geography can be a great differentiator, especially outside of London.

People buy from people and if you’re in the SMB space this can be a great motivator for someone to outsource their IT to a local, trusted organisation. Use case studies/reviews as a way to showcase this.

What other advantages are available to your MSP? Maybe you have experience with a particular sector or delivering a niche solution?

6. Network!

If you’re only getting feedback from your organisation, you could be missing a trick. Ask for feedback from friends and ex-colleagues at different businesses, especially if they’re in your demographic. 

And if you’re unsure, join a community. Your vendors should be able to point you to ones that will really help. It’s not about “stealing” ideas, it’s about sharing, learning and collaborating with like-minded individuals.

And finally (I couldn’t resist sharing an extra tip!)

7. Lean in

At Druva, we say “lean in” – to new ideas, strategy, sales meetings, vendor meetings, you name it. We say, go with it. There’s always something new to try with tech moving as fast as it does, so embrace the momentum and the ride!

So what do you think? What else can MSPs do to make marketing a little easier? Let us know in the comments!

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Sell, Stay Or Evolve: The Truth Of MSP Life

No business stays the same, because no business OWNER stays the same. The reasons you started your MSP in the first place may no longer be relevant. Your services, target audience, business goals – all these have probably changed. And that’s ok.

Founder’s Guilt and How We Evolve as MSPs

Have you ever looked around your IT business and thought: “How did I end up here?”

Not in a bad way. You’re proud of what you’ve built. Maybe you’ve scaled, brought in a leadership team, or even stepped back a bit. But you feel off. Disconnected. A bit like an imposter in your own company.

Welcome to the MSP Founder Identity Crisis.

I’ve spoken with several prominent Managed Service Provider owners recently about this common issue that isn’t often discussed publicly.

You don’t know what your role is anymore
At first, you did everything. Then you hired people. Delegated. It may have even evolved into something “strategic.” But now? You’re not sure where you add value. And that’s a weird feeling for someone used to being essential. You feel guilty for not enjoying the business
You’ve got revenue, a decent team, recurring income. But you’re bored, frustrated, or even resentful. Then comes the guilt. “I should be grateful—what’s wrong with me?” Nothing. You’ve just outgrown your old identity. You don’t know what’s next
Do you scale up? Sell? Start something new? Become a Non-Executive Director (NED)? Mentor others? The options feel endless—and also terrifying. No one talks about how hard this transition is emotionally.

Things Evolve and Change

If any of this rings true, you’re not alone. I’ve been through it myself, and I’ve spoken to a number of MSP founders who have been through the same transition.

You’re allowed to changeYou’re allowed to not love your MSP anymoreAnd you’re allowed to design the next chapter on your terms

If what I’ve shared has hit a nerve, then start by asking: “What do I love doing now—and how can I do more of that, without blowing everything up?” You might be surprised by what comes up.

To Sell or Not to Sell

So you’ve spent some time thinking about your MSP business and how you think it might evolve. Let’s now consider selling it – or choosing to remain as the owner.

If someone came to buy your MSP tomorrow—could you hand over the keys? No scramble, no panic, no “just give me a few weeks to tidy things up…”

Even if you never plan to sell, building your business as if you were going to can do wonders for your growth, clarity, and stress levels.

An Exit Mindset is Essential for you to Evolve It forces you to get out of the weeds. No prospective buyer is interested in a business that relies solely on your constant involvement to function effectively. Building systems, delegating properly, and documenting your knowledge are all habits that free you up too—whether you sell or not. It shines a light on what’s messy. Messy contracts. Dubious clients. That weird one-off pricing you did as a favour. Viewing things from a buyer’s perspective allows you to streamline and refine your approach. Make it consistent, clean and—frankly—less stressful to manage. It gives you leverage. When your MSP could be sold tomorrow, you’re no longer trapped. You’re choosing to stay. That’s powerful. It creates space to step back, bring in help, or say no to work that doesn’t serve you.

Even if you never leave, you’ll sleep better knowing you could.

This approach worked for me when I sold my MSP business. When a life event happened (in this instance, my father’s death), I was free to follow my passion, sell my business, and do what I’m doing now.

Has any of this struck a chord with you? You can let me know in the comments or *****@********co.uk” target=”_blank” rel=”noopener”>message me privately. I’d love to know your thoughts.

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7 Powerful Techniques for More Productive MSP Thinking Time

Last week, Richard shared his thoughts on why it’s important as the owner of a busy MSP (managed service provider) business to stop, rest and do some thinking about where your business is now and where you’d like it to be.

But I know from my own experience that it’s easier said than done. When you’re the person in charge and the buck stops with you, it’s easy to be distracted and to go back to work to fix a problem that only you can fix.

So, here are seven techniques that you can use to help you prioritise that thinking time. Let me know which ones you think will work best for you!

1.Buy a Notebook

I know, you’re a techy at heart and you love finding new tools to play with! But for reflecting on your business and your goals, I strongly recommend you put down the reMarkable and find yourself a nice notebook.

Why? Because if you use a digital device, you’ll be tempted to do something else with it. Worse, if it’s got wifi access, you’ll think, “Oh, I’ll just check my emails. I’ll only be a moment”. And before you know it, you’re answering queries and arranging meetings.

So treat yourself to a hardback notebook and a pen, and keep it ready for your next ‘thinking time’ session. I’m not saying you have to journal in it, although you can if you like. Instead, make notes on things you’ll do when you’re back in the office – things that will move your business forward. Don’t make a to-do list for the next day!

2. Find the Best Place for Thinking Time

Everyone is different and we all have our preferences for how and where we like to work. The same applies to thinking time. Maybe you want complete quiet, so you need to go somewhere private. For example, the Lit and Phil in Newcastle upon Tyne (a private library) has cubbies you can use only if you promise to sit in total silence!

Or perhaps you like a bit of background noise. If a coffee shop has too many distractions, see if you can hire a hot desk at a co-working space. That way you still feel part of something but you can focus on your own stuff. Just don’t get into a long conversation at the coffee station!

Whatever you prefer, I encourage you to get out of the office. A change of scene will help you to think more clearly and objectively, and means that colleagues can’t tap on the door to distract you.

3. Protect Your Thinking Time

OK, it’s in the diary so you’re committed. But are you really? If you know you’re likely to look for an excuse not to give yourself downtime, then put things in place before you do that. If you use an online booking tool such as TidyCal, delete all of your availability for the day/s you’ve picked for downtime.

Tell your team you won’t be available, and give them plenty of time to come to you with any queries they have. Try not to do any meetings or start a piece of work the day before – you might be tempted to rearrange your time out so you can finish it.

Remember that this is time for you to work on your business, so don’t accept invitations for networking, client lunches or evening events. Don’t use this time to see family or friends, either. If you feel you need to spend quality time with people, add that to your diary too, and make it a priority for another day.

4. Make Time out Part of Something Else

Is there a conference you’d like to attend but something always comes up at the last minute? Is there a course you’d like to do? Book yourself a ticket, plan the travel if you need to, and make sure you leave the office and do it!

I find that when I’m in a different environment, surrounded by fellow business owners, that my brain automatically focuses on new content ideas, services I could offer, potential for collaborations and so on.

If the same happens for you, put time in your diary after the event for some proper thinking time. If you travel home by train, get a coffee and your notebook (you DID buy that notebook from suggestion one, didn’t you?) and jot down your thoughts. Or book a co-working hot desk and do it there. And make sure you follow up with anyone you met who you’d like to get to know better.

5. Find a Buddy

You don’t have to do your thinking alone! Yes, your business is personal to you, but you can seek advice and support from someone you trust. Plus, doing your business review at the same time as someone else means you’re more likely to stick to the date you’ve picked. You don’t want to let them down.

You can do this however you like – perhaps as a mini mastermind where you share your current challenges to get their thoughts. Or you might prefer to work separately and share goals at the end for some accountability.

Again, you could tie it into attending an industry event, or reward yourselves with a meal out or a couple of glasses of wine in a nice bar. Take time to celebrate the wins you’ve identified when you did your business review!

6. Plan Your Review Ahead of Time

Once you’ve got the date in the diary for your active thinking time and review session, make a list of some of the things you want to ponder. Having these ready (on paper, not a screen) for when you get set up in your chosen space will make it easier to get started. It could include:

Turnover and revenueNew clients/lost clientsNew services introduced/old services discontinuedEmployeesTraining undertakenKnowledge gapsSWOT/PEST analysesKey relationships to nurtureYour suppliers, collaborators and other partnersTech stack reviewSubscriptions reviewNetworking and marketing opportunitiesContent review and new content you’d like to create

And give yourself some space for doodling and free writing to see what comes up.

7. Schedule Your Next Thinking Time Session Now

This isn’t a one-and-done scenario. Whether you decide to go down the QBR (quarterly business review) route or decide to do it ad-hoc, you still need to allocate some time to do your next thinking session.

If you’re doing it quarterly, then it’s easy to get a date in the diary for 12 weeks ahead. If ad-hoc, maybe pencil in your next session after a key event has passed, or at an interval that you feel comfortable with. DON’T make this an annual event. Annual planning and reviewing has its place, but we want you to have some time to rest and reflect, not making financial goals.

What do you think? Can you see yourself dedicating time and space to think? Let us know in the comments!

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Schedule Thinking Time for MSP Business Growth

Is thinking time something you give yourself in your business? Can you remember the last time you just stopped? Have you ever done it?

I don’t mean taking time off work, or flopping on the sofa after a long day. I mean really stopped—no phone, no emails, no tabs open—just you and your thoughts.

If you’re anything like most IT business owners I speak to, that kind of stillness sounds both impossible and uncomfortable.

But here’s the kicker: the best ideas I’ve ever had—the stuff that’s actually moved the needle—never came when I was in “hustle” mode (and boy, do I hate that phrase!). They came in the quiet.

Why Thinking Time is Essential

This thinking time often gets labelled as unproductive. But that’s not true.

Reactive mode is a trap. It feels like progress, but it’s usually just motion. Busy being busy.
Strategic thinking creates clarity. When you lift your head, you spot patterns and problems you’d never see on the tools.
You’ve earned the right to pause. You built this business. Now give yourself permission to step back and steer it.
How to Schedule Thinking Time

So we’re agreed that thinking time is good, right? But as busy MSP owners, how the heck do you actually interrupt your day to do it?

What you need is actual space to breathe, reflect, and solve problems properly—without rushing to the next interruption.

Most MSP owners I know want their teams to be more strategic, more proactive, more valuable. But then they overload them with back-to-back tasks and wonder why nothing improves.

I’ve learned this the hard way in my own MSP business. What I found was when I stopped filling every available hour with “doing,” something unexpected happened:

We got more done. And it was better.

A ‘Thinking Time’ ExperimentSchedule ‘No Meeting’ blocks. Even just 2 hours a week. Protect them like gold. This tells your team it’s OK to think—not just react. Ask bigger questions. What’s broken that no one’s fixing? Where are we being busy, not effective? Let the team chew on these. Capture and use the insights. Have a shared doc or short check-in for reflections. Some of the best client initiatives I’ve seen started as “thinking time” scribbles.

Block 30 minutes this week. No screen. Just paper and pen. Ask: What’s really going on in my business right now? What’s the one thing I’m avoiding that could change everything?

If it sounds simple, that’s because it is. But it’s also powerful.

And if you want a more strategic MSP, you’ve got to create space for strategic thinking. Trust me when I say, no tool or RMM script will do it for you!

So what do you think? Do you give yourself a break to just think? How has it helped your MSP business?

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An Easy Process for Getting More MSP Client Testimonials

Before I set up my copywriting business, I worked as an administrator for various public sector organisations. I learned how to set up folders with good naming conventions, log my tasks and manage various projects.

These skills have carried over to my freelance life. When I sign up a new client, I create a folder for them, set them up on my accounting software and make myself a briefing document with what the project involves, my point of contact and expected completion date.

Doing this keeps us both on track, and it means that I have a process in place for submitting work to them. I also have a rough date for when to ask for a testimonial, which I try to do every time.

How to Ask for MSP Client Testimonials

Before we go any further, I want to make the distinction between a testimonial and a case study. These aren’t the same thing, although both are valuable for social proof and marketing. A testimonial is a brief summary of a client’s experience of working with you (hopefully positive!) and serves as a recommendation to others.

A case study, on the other hand, is a deep dive into the work you did together. It explores what the client’s business was like when they approached you and the challenges they were facing. It outlines the process of working with you, the outcomes after the project and the impact it’s had on their business.

So, now we’ve cleared that up, let’s explore some easy ways to make sure you get that testimonial.

1. Include the Request in Your Final Handover

If you have a handover email or document as part of your end-of-project process, ask for a testimonial at that point. It’s probably best not to ask when you send the final invoice over!

You might also choose to include ways that you can work together in the future and express how much you’ve enjoyed helping them. Send them a link to a useful article or similar to show that you appreciate them.

2. Connect on LinkedIn and Ask for a Recommendation

If it’s appropriate, send your client a connection request early on in the relationship. Then, when the work is completed, simply ping them a request for a recommendation (LinkedIn’s term for a testimonial).

It’s straightforward to answer a couple of questions and share feedback, and then it’s automatically shared on your own profile. You don’t even have to do anything to make sure it appears!

3. Prep an MSP Testimonial Questionnaire You can Send Them

If you know the kind of feedback you’d like, put together a series of questions that they can quickly answer. Keep it to no more than 10 questions (5-7 is better) and send them a link to a Google Survey, SurveyMonkey document or other tool.

4. Automate the Request in Your CRM

You’re a techy, so you’re using a CRM (customer relationship management) tool, right? Most of them have a facility where you can not only set up the request for an MSP client testimonial, but it will also automatically nudge them to remind them to send it through. And then alert you once it’s done.

5. Use a Review Site

Depending on how you work, you might consider using a third-party review site, such as Google Reviews. There are well-known sites such as TrustPilot and then smaller, niche sites serving specific verticals. You can send a link directly to your personal company review page in your handover email.

Final Things to Bear in Mind

Yes, video testimonials are great and really boost your credentials and social proof. But don’t insist on one if it means that you’re less likely to get a testimonial at all. You can always ask for one later, once you’ve got their feedback in writing.

Remember to ask permission to share MSP client testimonials, and if they ask to be anonymous, honour that request. You can also ask for testimonials from retainer clients if you have them. And make it as easy as possible for them to reply. The sooner they do it after your work, the better.

What’s your process for getting testimonials? I’d love to know!

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How to Conduct an Effective Employee Exit Interview

Richard recently talked about the benefits to your MSP (managed service provider) business in having conversations with both employees and clients when they decide to part ways. Yes, it can seem uncomfortable to ask someone directly why they’re leaving, but it is good practice.

But how do you actually do it? I want to share some tips you can implement now so that the next time an employee resigns, you’ll feel confident and prepared to have an exit interview with them.

Preparing for an Exit Interview

I’d suggest having an exit interview plan as part of your induction process. No, I don’t mean asking a new starter when they’re thinking of leaving! But be realistic about how long someone might stay. You can sometimes work that out depending on the role they’re recruited for.

If it’s an admin job, they may stay for a couple of years before they move on. If there’s an opportunity for career progression, then they’ll be with you for longer. A good employer supports learning and growth in every team member, and the fact that someone leaves can be an indication that you’ve helped them to go as far as they can in your organisation.

You should be holding regular review meetings with your staff, to discuss challenges, opportunities and wins. If you do, getting that resignation letter shouldn’t come as a complete surprise. Be supportive and encouraging when you get it, and if they have to work a notice period, make it as comfortable and ‘business as usual’ as possible. Try not see it as a personal attack.

Conducting the Exit Interview

Find a time to sit down in a private space to talk to your team member. Or, if you’re a bigger business, arrange for HR to host the meeting. Don’t forget, this isn’t a formal disciplinary or progress meeting, so you might choose to go to a coffee shop or the staff cafeteria/kitchen. Make them as comfortable as possible, and make the reason for the meeting clear.

Have a template questionnaire that you’ll go through with the employee, and let them have a copy a few days before you sit down together. If they share anything they’d like to discuss that isn’t on your list of questions, make a note of it.

After you ask each question, give the employee time to answer, and listen carefully. It may be more appropriate to make notes after they’ve finished speaking, so you can show that you’re actively listening and taking in what they’re saying.

Remember that you want the employee to leave feeling good about themselves and their contribution to the company, and that any suggestions they’ve made will be considered and followed up on. It’s unlikely that they’ll want to bring anyone with them for support, but do agree if they ask.

Here are some questions that you might want to ask (the first couple should definitely be on your list!)

Why are you leaving and why now?What are we doing well as a company?What are we not doing?Where do you think we could improve?What have you enjoyed about your time here?What’s been your favourite project/proudest moment?How have you found the company culture?What have relationships been like with your colleagues/managers?How did you find the onboarding process? Is there anything we could have done differently?What advice do you have for your replacement?Are there any comments you want to make about your role, your department or your manager?Do you think any of your colleagues feel the same as you? (Do NOT ask for names!)Can I share your feedback with your manager?

Ask any questions that are specific to your organisation/sector, too.

After the Exit Interview

Once you’ve met with the employee and made notes on their comments, you need to take action. If they raised any specific concerns that you weren’t previously aware of, address those first. Liaise with HR and any relevant department heads. Communicate clearly with the leaver that you’re acting on their concerns.

However, it’s far more likely that there weren’t any issues and the employee has just reached the point where it’s time for pastures new. Nevertheless, schedule some time in your diary to go through the notes you made during the meeting.

Are there any learning points for you, their line manager or the wider organisation? Some things that might come up are:

Company cultureManagement of annual leave/time offCommunication styleOpportunities for career progression/learningOnboarding and inductionMisalignments – things that were promised that didn’t happen, things that did happen unexpectedly (eg change in team/role/management)Frequency of progress meetings and manager catch-ups

Once you’ve reviewed everything, share the findings with the appropriate people and make updates to any policies, staff handbooks. procedures and so on.

What do you think? Do you have a process in place to carry out an exit interview with your employees or have we inspired you to create one?

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Lost a Client or Employee? It’s an Opportunity for Growth!

When you’re a business owner, clients choosing to part ways or employees moving on for new opportunities are totally normal. But when someone says they want to leave, it can feel personal. You might be tempted to accept their decision but not dig into why they made it.

However, I believe that an open and honest conversation will not only make you feel more positive, but also serve as an opportunity for growth. So let’s explore how that works in practice.

Exit Interviews for MSP Growth

This is the one interview MSPs never do, but I think they really should. Exit interviews really do matter, and they’re a vital feedback loop for your business. If you do them right.

When a team member leaves your Managed Service Provider (MSP) business —do you just wish them well and move on?

Or do you sit down and ask, “What could we have done better?”

Most IT business owners skip exit interviews. It feels awkward. Or pointless. Or like something only HR departments in big corporates bother with.

Why an Exit Interview is a Goldmine of Insights

Here’s what I’ve learned from those who do take the time to do staff exit interviews:

You uncover blind spots. Departing staff are often more honest than current ones. They’ll tell you what’s not working—if you let them.
You learn how your culture really feels. Is it flexible? Micromanaged? Supportive? Toxic? Their parting view is a mirror.
You create advocates, not enemies. Even if someone’s moving on, taking the time to listen means they’re more likely to speak well of your MSP later on.

It’s not about blame. It’s about growth. I first learned about the power of exit interviews from a peer group years ago. It’s one of those small things with a huge ROI.

The Surprising Growth Benefits of Client Exit Interviews

When a client moves on, most MSPs chalk it up to “budget,” “internal changes,” or just bad fit.

But if you ask (the right way), those soon-to-be ex-clients will often tell you exactly what went wrong. And it’s rarely about price.

Why bother, you ask?

You’ll spot blind spots. Things your current clients might also be frustrated about—but aren’t telling you.
You might win them back. Some leavers just want to be heard. A genuine conversation can turn things around.
It shows leadership. Even if they don’t come back, they’ll remember how professionally you handled the exit. That builds long-term goodwill.

I was reminded of this powerful idea after a conversation with a very sharp MSP recently, who shared how they’d turned two “leavers” into returning clients. Proof that it works when you do it right!

Let me know if you’ve you ever done an employee or client exit interview. What did you discover?

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Wired for Connection 6: Empowering MSP Teams to Deliver Better Customer Services

With 25+ years of experience, Michelle Coombs specialises in transforming IT operations and service delivery for MSPs and internal IT teams. Her expertise combines business performance management, IT service  management, and leadership development.

She focuses on helping MSPs move from “in the business” to “on the business” thinking while addressing operational costs and customer satisfaction challenges. Her mission to eliminate “Wild West Service Desks” and create streamlined Service Control Centres demonstrates her strategic approach to operational transformation.

An Interview With Michelle CoombsHow to Empower MSP Teams to Solve Their Own Problems

In one role, Michelle managed 70+ employees on 24/7 service desk support. “Sometimes I was tempted to go in and fix the problem for them. But I knew that I had to take a step back and ask the team what they needed from me.

“How can I overcome those blocks to them doing their job, and how do I communicate better with them to make that happen? And over time, I developed a technique that worked really well. I stopped them coming to me for my suggestions.

“Instead, I encouraged them to say, ‘Michelle, this is my problem and these are the solutions I’m considering.’ Then I’d help them to decide which of those would be best for them. Sometimes I thought it would be quicker even then to do it myself, but they wouldn’t be self-sufficient.”

How to Deal With Business Bottlenecks

Bottlenecks do happen in business, says Michelle. But once you realise that there’s one in your MSP, then you need to act to eliminate it. Michelle gives an example of one small team she helped to look at challenges in a new way.

“One team member was the bottleneck because they were the only person who could raise a ticket. Whenever a customer had a problem, the other staff would have to go to this individual to have tickets logged.

“And if they were offsite, the team had to wait until they came back. So the obvious thing to do was to set everyone up with the ability to log tickets. But when it’s the way something has always done, it’s hard to look at it with fresh eyes, even if the current process is inefficient.”

Using a Coaching Mindset to Empower MSP Teams

No matter how small a team, Vera says, a leader with a coaching mindset can make a huge difference to how it performs. Michelle explains that it wasn’t something she experienced at the start of her career, but was fortunate to learn it in a later role.

“I started a job with a really supportive Chief Operating Officer who included me in things. He put me forward for the senior leadership team’s coaching and development programme, which was amazing. And then I was managing my own team.

“At first I used to think, ‘Why won’t these people do what I want them to do?’ I thought it was their problem. But I soon saw that it was the way I conveyed the messages to the team. So I did a heap of work on myself to make myself a better manager and leader for my staff.”

The Importance of Everyone Using the Same Helpdesk Procedure

MSPs operating 24/7 monitoring and resolution are relying on teams to work nightshifts without any supervision. So, Vera asks, how can management make sure they perform the same way as the day shift?

Michelle says they need to have appropriate soft skills and customer training and understand how to interact with customers. If someone rings up with a problem in the middle of the night, they’re already worried. So tone of voice and how the employee communicates with the caller is crucial.

“But I think there also needs to be work around quality. Obviously there’s CSAT and so on to make sure the customer is happy with the service they received. But you could also do something like a ticket quality check to make sure that they’ve captured all the notes.

“Have they logged it correctly, done appropriate triage and decided on the next steps, whether that’s escalation or a fix. Do a random quality assessment on 10 tickets for each person to make sure they’ve done what they’re supposed to.”

How to Empower MSP Teams to Deliver Better Customer Service

Many MSPs have a process whereby the technicians wait until they’ve got customer feedback before closing a ticket. But of course, that feedback doesn’t always come. So how can MSPs and their teams better engage with customers?

“The biggest challenge I had as a service desk manager,” says Michelle, “is that team members wouldn’t just pick up the phone and speak to a client. They’d use every other method to avoid it.  They’d send an email, ping a message on Teams, whatever they could do.

“But if they would just make the call, all the little mop-up bits could have been dealt with in 10 minutes. And the MSP would have have happier clients. So if there’s one thing I’d encourage more people to do, it’s pick up the phone and talk directly to customers.”

Prioritising the Human Element in a Tech Business

At a time when AI is reducing interactions, the best thing for our very technologically advanced industry is to go back to a phone call. Being human is the solution, says Vera, and Michelle agrees.

“Think about when we first introduced interactive voice response services (IVRS) when people rang up and they’d end up repeatedly hitting zero so they could speak to a real person.

“Using AI is like putting IVRS in all our businesses in one shape or form. And yet we all want human interaction. AI might be helpful, but I don’t think it’ll take over the world of support desks right now. We all need help from a human.”

How to Connect With Michelle CoombsVisit the Tech Leader websiteVisit the Oprising websiteConnect with Michelle on LinkedInHow to Connect With Vera and LenkaSubscribe to the Wired for Connection RSS FeedFollow @tubblog_msp on InstagramConnect with Lenka on LinkedInVisit Vera’s website: T-ConsultingFollow T-Consulting on LinkedInFollow T-Consulting on FacebookFollow T-Consulting on TwitterConnect with Vera on LinkedInMentioned in This EpisodeSMB IT Expert: Robert CioffiMSP peer group: GTIAMSP peer group: The Tech TribeYou Might Also be Interested inPodcast: How to Succeed with Excellent MSP Customer ServiceHow to Inspire Your Team to Plan Ahead – and Stay Accountable – in 2025Elevate Your Client Retention Strategy With Outstanding Customer Service