Ask yourself if there are any software or system solutions that could help automate or streamline some of your more time-consuming activities. Could customer relationship management software help you improve mass communication and track client account information? Are there tools that would expedite your financial planning or risk profiling processes? Use the goals you’ve set to help guide your tech strategy and to help determine where you would be better served to focus your energy. For instance, if increasing your social media presence is a priority, consider investing in a digital engagement platform.

It’s not necessary to update technology every year, especially if the tools you have are working well to help you meet your goals. But the only way to know if they are working for you is through regular evaluation. And while updating technology can be daunting, the longer you put it off, the harder it can be.

Making effective use of your firm’s time and resources not only helps the bottom line, but also the experience of those with whom you work. Examine both your internal workflows as well as your interactions with clients to uncover areas where you can do better. While administrative procedures—like billing and file maintenance—are evaluated for efficiency, when it comes to processes, it’s also important to consider how well they serve your clients. The client onboarding process, for example, should not only be efficient, but set the tone for your new relationship and provide the client with every necessary resource. Finally, consider your own role in the firm’s processes and procedures. Time is one of your most valuable assets as an advisor—and a finite one. By delegating and potentially outsourcing responsibilities, you can focus on developing your strengths and better leverage the strengths of those around you.

Whether you’re launching a social media campaign or hosting networking events with other centers of influence, your marketing strategy should be driven by your goals. Be clear on who your firm wants to reach and what it wants to accomplish with its strategy. Then develop a budget and calendar to allocate the necessary resources and coordinate the strategy. Given that resources are finite, prioritize your efforts by focusing on those initiatives which will yield the greatest return on your investment.

“More important than the actual strategy you choose, is that you fully commit to it,” says Ryan Shanks, CEO of Finetooth Consulting in Longmeadow, Mass. “Too many firms take a ‘halfway’ approach to their marketing, which sets them up for failure.” If you haven’t already, you might consider putting a member of your firm in charge of marketing or outsourcing that responsibility to another professional.

From filing your form ADV to reviewing your code of ethics, compliance is a critical part of any firm. And given that the regulatory environment is in a particularly uncertain transition in 2017, now is a good time to review your responsibilities. The items included on your regulatory and compliance checklist depend on a variety of factors including both federal and state laws, your designation as an advisor, and the kinds of securities you sell. Consider scheduling a sit-down with your compliance officer or legal counsel to ensure your paperwork is in order and that you understand any new responsibilities for 2017. Technology can be a major asset in managing those responsibilities. Whether you use your current CRM or invest in specialized compliance software, think about leveraging tech solutions to manage documents, create reminders and leave a digital paper trail of actions and communications in case of an audit.

The CFP Board uses its biennial continuing education requirement to ensure competency standards across the industry. But continuing education can be more than simply fulfilling your certification credits every two years. Developing new skills or certifications and deepening your knowledge through training and education is another way to attract prospective clients and bring better service to the ones already in your book. The needs of your client base can help guide you toward learning opportunities you might want to pursue. For instance, if you work primarily with pre-retirees, a seminar on Social Security strategies could be valuable. Meanwhile, an advisor with younger clients might consider a seminar on social media marketing. Remember, acquiring that knowledge, is just the first step, says Shanks. “Without demonstrating how that knowledge or training brings real value to your clients, a new certification is little more than a few more letters next to your title.”