The Power of Asking

In the past month, I’ve had the opportunity to speak with company presidents, university architects, community planners, heads of major healthcare organizations, and the leaders of regional utilities. With each, I spent at least half an hour, and with many, substantially longer talking about their hopes and aspirations for projects and what it takes for design and construction professionals to be successful. These busy leaders took time out of their hectic schedules to tell me in great detail about their project experiences, what was positive and negative about their design or construction team’s performance, and what they are looking for in the future. Why did each of these individuals provide me with such rich and useful information? The simple answer is: because I asked.

Most clients very much want the design and construction professionals in their communities to be successful. They understand the value of profitable firms that have the capacity and interest in performing quality work. And, at a basic level, they buy in to the basic truth of ‘If you don’t ask for what you want, you don’t get it.’ As the project manager and lead researcher for three separate client perception studies, all finishing this month, I’m amazed at the level of detail and the rich body of examples and illustrations our subjects provided us in the interviews. And, I’m impressed that these busy people took time to communicate so clearly about their projects and their needs.

The first step in any successful client perception study is believing in the value of asking great questions of the right people to get your organization the information it needs to plan strategy, train employees, and build better client relationships.  Firm leaders who have no interest in knowing what their clients think probably aren’t as client-focused as they need to be in today’s competitive marketplace to create sustainable strategies for their firms’ futures.

Once a firm’s leadership understands the value of client research, the next step is to determine which of the clients to interview. This is a critical decision point for any firm’s leadership; the real question is “Do we want real data that will inform decisions and actions, or do we want to ‘game’ the research to get the answer we’re looking for?” Successful research programs follow rigorous protocols for the selection of clients that aren’t based on what a particular client might say, but instead are based on objective parameters like size, date of completion, project type, potential for repeat projects, etc. Firm leaders who value accurate data to drive decision-making are not afraid of what might be learned in a client perception study; rather, they take the positive – and the negative – and use that information to guide their firms toward continuous improvement.

The next step in an effective client research program is to develop a clear, consistently used interview guide.  An interview guide covers the range of topics that will be covered in each interview, making a set of interviews consistent enough to enable comparison across topics. Common topics for a client perception interview guide include general perceptions of the firm, performance of the project team, competitor and benchmark information, business development and marketing, and industry or market change. An interview guide should be viewed as just that—a guide, not a script.  A skilled interviewer listens to the answers and probes for additional detail. For example, if the client says, “Our team was fairly responsive to our needs, but they could have been better,” a skilled researcher asks, “What exactly could the team have done better?” and then likely follows up with, “Can you give me an example?”

Relative to who does the research, there are advantages and disadvantages to either using in-house staff or external resources. On one hand, internal resources know the work and the language of the organization; on the other hand, they may not be completely objective and they may not be able to deliver on a tight schedule. Researchers should be selected who understand the industry and client base, have excellent interview skills, and can document completely and clearly. One key selection criterion should also be that the researcher has the requisite time and resources to complete the study in a timely manner.  A client perception study should be completed in the shortest amount of time possible to minimize time impacts to the nature of the collected information.  Most studies of between 30 and 60 interviews take six to eight weeks from the delivery of a complete client list to the scheduling of the final interview.

Response rates are always challenging.  For a while, on-line surveys generated great response rates, but the huge volume of emails most of us receive every day make this method largely ineffective, generating negligible response rates. The method we’ve found both most effective, with the added benefit of being relationship-building, is to have the firm’s president or senior leader personally call each client and ask for participation.  When this happens, we get a response rate between 80 and 100 percent, much higher than for comparable studies in this industry.

The follow-up to any client perception study is an essential element to receiving full value from the research.  While some firms wish to conduct client research anonymously, a well-crafted client perception study provides the ability to follow up directly with clients to resolve issues and opens the door for further conversation. Plus, since clients often clearly articulate exactly what they want from future work, an open study enables a firm to use the information to tailor the marketing approach to a future project.  However, it’s vitally important how the data is managed and how the follow-up takes place.  Starting with a well-written thank-you note from the researcher, the follow up continues with a thank-you note from the company president or sponsoring division. Firms particularly effective at using client data convene firm leadership to develop a tailored follow-up plan for each responding client that might range from a simple phone call follow-up thanking the client for the time to a face-to-face meeting to resolve issues and/or discuss future work.  Key to the approach is that the underlying attitude needs to be one of gratitude versus “Why did you say that about us?”

A well-designed and professionally implemented client perception study has value even beyond the data itself.  One of the most frequent comments I get from the clients of my clients when I conduct an interview is, “Thank you; they must really care about their clients to bring in someone to ask me my thoughts on their performance.” A well-designed study can open doors, help firms resolve issues, and enable training and development of future team members. Knowledge is indeed power; client knowledge about projects and needs is readily available and most clients are craving the chance to give it to you. You just need to ask.

Introducing the Presentation Coaching Skills Toolkit!

Communication Resources is pleased to announce the publication of our 

Presentation Coaching Skills Toolkit!
  

Because those of us who coach teams to winning presentations tend to be busy people, we’ve kept the toolkit short, easy to read, and straightforward to use when preparing for interviews. It contains clear cards outlining strategies and tactics that follow the logic of the interview preparation process:

Alignment:  Steps for conducting research necessary to understand the project and the client as part of the overall win strategy

Strategy:  Tips and tactics for selecting and coaching team members through the development of clear, memorable content

Choreography:  Design strategies to make teams come across as cohesive and approachable, using staging and visuals to communicate enthusiasm

Rehearsal:  Tested techniques for getting even the most challenging team ready to interview with purpose and passion

In this easy-to-digest format, the toolkit passes on 20+ years of knowledge about how to create winning interviews – faster. These are the same tools that have helped teams win smaller fisheries projects and enormous replacement hospitals. We’ve included a broad range of tactics that work for even the most challenging team - from different ways to organize content to strategies for rehearsals and using notes.

Far from “reinventing the wheel” for each interview, this toolkit should help internal coaches and their teams use a logical approach to guide interview preparation and presentation. This process results in more creative, more persuasive, and more differentiating content. And, it helps speakers rapidly gain comfort in the process, enabling them to speak with passion and conviction in the real interview.

From the most well-known museums in the country to smaller local projects, these tools work, resulting in higher hit rates for our clients and strategic wins on important projects.

Check out the toolkit on our website at www.communication-resources.com.  We had fun writing it; we hope you’ll have success using the tools with your teams! 

Once Upon a Time...

In marketing materials, proposals, and presentations, teams and firms struggle with the best ways to present their experience and their portfolios in the best, most memorable way possible.  Unfortunately, from the audience’s perspective, our experience, no matter how delightfully presented is never as interesting to them as it is to us.  Since experience in the A/E/C industry is certainly proof of past performance and a strong indicator of future performance, we have to find ways to communicate our experience in a way that resonates.

To engage readers of our marketing materials, teams need to select images and projects that fit both a client’s vision of the new project as well as enable us to tell “epic stories” of how we solved similar challenges to those faced by our clients.  In the combination of the client being able to visualize his project through evocative imagery with a vivid and interesting story, our experience becomes not only interesting, but compelling to the potential client.  If we can tell that story in an engaging way and show images that tell the story of people and place, now we’ve got something we can use.

Ellen Jaskol on location in Afghanistan

Making experience come to life involves both the images we use and the story we tell. Starting with the imagery, photos become part of the overall story, communicating a sense of people and movement that the traditional project photos largely do not.  For proposals, presentations, and brochures, our coaching/writing team has recently been partnering with an incredibly talented Pulitzer Prize winning photographer, Ellen Jaskol (you can see her work at www.ellenjaskol.com), to help our clients communicate their experience – and their process – through both images and stories.  Ellen captures projects at work – people experiencing architecture and construction in incredibly rich ways. Through photographs, she brings readers into the context of the project, helping us understand the meaning behind the words in a brochure, proposal, or presentation.

While I was coaching a recent presentation team for a large healthcare provider, Ellen collaborated with us to tell the story of the team and the potential of the site and the building.  As the team worked on presentation content, Ellen watched us through her photographer’s lens, shooting hundreds of candid team images showing programming and design happening in real time.  Combined with the words presenters said in their presentations, the photographs communicated how our team worked at a much deeper level.

On a brochure we created for a housing authority in Washington State, Ellen photographed people and the places in which they live in a way that brings the reader into the image and makes one want to read the story. And, in a brochure for an electrical contractor, Ellen’s work showed the beauty of a duct bank and the human story behind the walls in a building.  The synergy of words and images communicated a different side of each client that is much richer and more compelling.

Though not a traditional architectural photographer, Ellen’s work has a sense of richness and movement that we don’t typically see in our industry. Her images show people interacting with spaces. She captures images that help us see buildings or infrastructure in new and beautiful ways.  By themselves, the images tell a story and encourage the reader to dive into the content and learn more.

When we combine these types of images with a good story, people keep reading.  Great stories are larger than life, telling the adventure of accomplishing something heroic.  A well-written story in the A/E/C industry tells of adventures in design and construction.  The story starts with a problem, a significant challenge such as the fire breathing dragon terrorizing the village.  Then, there has to be suffering in order for the reader to really understand the urgency of resolution: many young maidens have been sacrificed to feed the dragon.  Then, we need a hero; of course he is both brave and kind (handsome and modest…).  In an epic battle, our hero faces the villain (think Prince Charming and the fire pits in Disney’s Sleeping Beauty).  Finally, our hero is victorious; he saves the beautiful young maiden, the villain is vanquished, and peace reigns in the kingdom once again.

So, while our stories don’t often involve fire breathing dragons (a pity, really), consider two examples of project summaries, both conveying similar information. Which would you prefer reading?

•             Our team recently completed a 400-bed elder care and rehabilitation hospital in Pleasant Valley.  The new integrated facility replaces three 1960s nursing homes and expands geriatric care services to meet the needs of the growing elderly community in the area. The facility was built to LEED platinum standards and saves the hospital more than $200,000/year in operating costs; the facility includes many innovations in care delivery and rehabilitation.  The team worked with more than 25 independent user groups to design a facility that meets the functional needs of each group, while maximizing patient and family satisfaction.  ABDC has a strong reputation for innovation and excellence in healthcare design for targeted populations. Pleasant Valley hospital is one more example of our focus on quality delivery for a community and a specialized patient population. [Include photo of hospital exterior a night – focus on Pleasant Valley Elder Care sign.]

•      Pleasant Valley has long been the nation’s center for elder care with one of the fastest growing elder populations in the United States, confluence of care providers, and a pleasant year-round climate.  Unfortunately, for infirm or rehabilitating patients, few options existed beyond five separate 1960s traditional nursing homes.  ABDC worked collaboratively with the hospital’s 25 user groups over a two-year period to design and construct the nation’s first inclusive 400-bed geriatric hospital, featuring the latest innovations in care delivery and geriatric rehabilitation.  The hospital exceeds LEED platinum standards, meeting the mayor’s energy mandate and saving the hospital more than $200,000 per year in operating costs.  Six months after opening, the hospital director, Mary Sneed said, “We finally have a facility that meets the real medical and rehabilitation needs of our elderly population, and we’re able to attract and retain the dedicated staff to make this level of care possible for everyone’s parents.” [Include photo of nurse tending to smiling rehabilitating seniors in the aquatic center.]

Combining the imagery with the story is an art that incorporates a journalistic sense of photography with the ability to tell a good story.  While we seldom slay dragons or rescue beautiful maidens, our teams do perform incredible feats, heroically solving client problems with amazing outcomes.  When we bring the right story and the right image together, readers engage with the content and absorb messages more readily.  As a result, our experience becomes both memorable and interesting.  Telling a good story and using great photographs doesn’t cost any more than creating the standard, flat descriptions and images of projects. Writing well and using brilliant photographs means our readers will actually read what we write, hopefully wanting to know more about our firms and our teams.

Project Managers and Powerful Presentations: The "Secret Ingredient" in Presentation Success

Great project managers define issues, remove barriers to performance, resolve resource issues, and empower team members to do their best work.  Not coincidentally, these very skills that make some project managers exceptional at managing projects, clients, and teams can be brought to bear in the development and implementation of winning short-list interviews. 

I recently coached a presentation team with 12 presenters in a 25 minute presentation.  While certainly larger than an ideal number of presenters, this presentation was flawless, with detailed and compelling technical content, carefully choreographed primary speakers, lean-ins, and transitions.  No ego took over the preparation and team members worked together seamlessly to achieve an incredibly interesting, technically rich, and well-coordinated performance. What was particularly remarkable about this team is that the entire presentation was conceived and implemented within a 48-hour period after the notice from the client about interview specifications.

While I’d like to say this presentation came together because of strong coaching, I’m humble enough to recognize the value of incredible leadership from the senior project manager as a catalyst for team excellence.  As a coach, being able to partner with the project manager enabled more creativity, the ability to help individual team members, and a singular focus on crafting the right message for this client and this project.

This project manager held himself to the highest standard of performance. While he was certainly stressed by the demands of the situation, he put the needs of the team first, while making sure his parts of the presentation were well executed in a timely fashion.  This enabled both of us to manage the presentation preparation like a project, moving quickly through initiating and planning activities to executing the interview, monitoring team performance, and closing out our “project” with an exceptional interview.  Treating the presentation like a project enabled the team to work through a large volume of tasks in a very short period of time.  Not only did they develop and rehearse a solid prepared interview, but they also responded to some questions in written form, developed and rehearsed oral answers to other questions, and prepared for impromptu questions from the owner.  I am confident that without a streamlined approach to the process and the leadership of our project manager, the team would not have been able to perform so brilliantly in such a short period of time.

There are two important takeaways from this experience:  First, complex presentations can and should be managed like projects, and second, complex presentations require a strong partnership between project manager and presentation coach. 

From a project management perspective, our project manager brought his team together before the short-list, anticipating an interview and getting the team ready for future success.  By initiating the process early and being able to start presentation planning, he reduced future stress on the team and enabled a focus on the complexity of client requests once the short-list was announced and the specifications articulated.  Project execution was divided into phases. As a coach, because the team was so well managed, I was able to move the team quickly through the phases of presentation development:  alignment, strategy, choreography, and rehearsal.  We were able to significantly reduce the amount of time required in each phase, essentially fast-tracking the project in order to deliver the highest quality presentation in a very short overall project duration.  In fact, we were able to collapse strategy, choreography, and rehearsal, enabling the team to practice movement and flow in the presentation as they continued to develop content.   And, even the normal VE of the interview content (cutting good material to get the presentation completed on time) wasn’t as painful as it usually is; team members gave up things they wanted to say for the greater good of the presentation with no complaints and no late team member drama.

The lesson learned for me as a coach is to lean on strong project managers to lead their teams. This enables me as the coach to develop and lead a strong presentation.  When the project manager leads his team in the presentation preparation, I can focus on the message and the choreography.  For this team, our senior project manager was the glue that held the large team together, enabling highly technical professionals to deliver their best performances.  Agreeing with him on the structure of the coaching and the clear milestones of the presentation preparation process freed me to help individual speakers, monitor messaging from a mock-client perspective, and ensure all of the details were handled before the team left for the interview.  In fact, the team was so well managed that we finished rehearsing early, enabling team members to relax for an hour before they left for the actual interview.  In 25 years, this has unfortunately been a rare occurrence and reminds me how valuable managing “float” in my coaching schedule can be.

Working with a strong project manager took some getting used to.  The combination of two strong personalities can be challenging in the best of times and even more so under an almost impossible schedule.  But, it worked – and I’ve come away from this experience humbled and grateful, reminding myself of the value of listening to and collaborating with other smart professionals and grateful for the opportunity to learn from such an exceptional manager in a truly impressive interview performance.

In the future, I’m looking to work with project managers as partners in the presentation process and I’m committed to partnering with them as we lead teams to successful interviews.  Unfortunately, however, this experience is not the norm. Too often, project managers are working on multiple responsibilities and are only too happy to delegate the presentation to a marketing or coaching resource.  While happy to step in, I’m reminded of the value of partnership:  this particular project manager believed so strongly in his team and in the importance of this pursuit that nothing else he was doing took  precedence over his team’s success.  And, the team felt it and delivered to his highest expectations.  I suspect each of his teams give him this level of performance because, quite simply, he expects it of himself and inspires it in others.  In the future, I’m going to ask for this level of dedication of all project managers with whom I work.

This experience has given me a renewed interest in using my own knowledge as a project manager to continue to streamline the coaching process so we can deliver better interviews – faster.  That’s been the crux of my coaching efforts at Communication Resources and it’s always nice to see that it works – with the help of strong project managers and dedicated teams.

Short-list interviews are themselves projects that require strong project plans, milestone schedules, change management, focus on stakeholder needs and interests, and most of all, strong leadership.  We won’t hear for a bit if this particular team won or lost in the final interview.  But, even without the verdict, to my project manager on this pursuit, thank you for partnering with me and reminding me of the power of focused leadership and unwavering commitment to the success of your team.

Three Resolutions Your Organization Can't Afford to Miss

I’ve taken a break from writing over the holidays to catch up on projects (and bake lots of pies) – and it’s been restful. The down time has enabled me to start the New Year with fresh ideas and energy.  This naturally makes me think of how we manage our time and energy in business development and marketing with the thought that perhaps sometimes taking a break to review, reassess, and re-energize might be a wise investment for many firms.

The tendency for many of us in the New Year is to frantically try to catch up from the past year and start the New Year with a frenzy of activity. While sometimes project commitments make this a necessity, spending time in January to determine direction for the coming year would be a wise investment for all of us.  And, instead of broad resolutions, we should consider each of the core areas of our business and determine both reasonable and stretch goals for the coming year.

I’d like to propose three specific resolutions to guide our first quarter planning – ones that I’m implementing in-house and recommending to my clients. 

Make Better Go/No Go Decisions.  As I’ve found in the past couple of months, sometimes not writing is the best choice.  This is not only because I’ve enjoyed the self-imposed break from the blog, but also because of three recent projects on which we’ve been asked to consult in which teams worked hard to win projects they probably shouldn’t have pursued in the first place.  These firms spent thousands on beautiful proposals that had little impact on the final selection because the firms in question weren’t positioned to either make the short-list or achieve the win.

We’ve all been “sucked in” to the RFP response for projects that sound great on paper and for which we know our firms/teams could succeed.  Even though most of us know that the likelihood of selection without relationship and reputation is extremely low, we spend thousands of dollars chasing seductive projects.  Quite simply, in this market, firms can’t afford the luxury of expensive proposals – no matter how well written or designed – for projects we have little chance of winning.

Making the No Go decision is extremely difficult in the moment.  As a result, now is the time, before the next sexy RFP, to develop a clear, quantifiable Go/No Go metric that requires rigor in the analysis and accountability for the decision.  Numerous samples exist in the industry – start with a standard template and adapt/tailor it to your business and client type. 

One good question I ask my clients is “If it were your checkbook from which we had to write the check to pay for this pursuit, would you still pursue this project?”  In this way, making the Go decision becomes personal – and people start thinking about accountability for their decisions.  This doesn’t mean our firms should be scared to make Go decisions, but that we should be more thoughtful in the process, making sure we have done the pre-sell work necessary to increase the likelihood of a win.

Develop a robust QA/QC program.  In most of the RFPs I’ve reviewed in the past six months, clients are asking for proof of a QA/QC program.  As a result, the leadership of forward-thinking firms will spend some time this quarter developing and documenting a robust program, then implementing it in their organizations.  And, the Marketing/BD staffs of these leading firms will spend time developing the collateral materials we’ll need for RFP responses and short-list interviews.

Most firms have a QA/QC program, but I’ve found that few of my clients have well-documented programs that can be shown to a client.  While documented programs were once only required of larger firms, even moderate-sized and small firms are now being asked to produce QA/QC plans for client review.  Not only is having such a program good business, but our clients are now demanding that we do so and that we be able to talk about these plans in the marketing process.

Over the years, I’ve read a lot of proposal sections and heard numerous presentations on quality.  In each, I typically hear about three step programs, usually involving some level of peer review, a dedicated quality committee (usually labeled with a creative acronym), and checkpoints throughout a proposed project schedule. In each, I’ve found little competitive value – and, in fact – I’ve found little evidence that the firms in question have really addressed quality in the way our clients need us to.

It’s time for a different dialog about QA/QC, and it’s time to rethink how we present and train these programs.  In the 2012 version of a company’s QA/QC program, I’d like to see clear flow diagrams that illustrate how QA staff are integrated into the design and/or preconstruction process, tasked not with checking work, but with resolving issues before they become problems.  For dedicated quality committees made up of experienced principles, we need clarity on what these professionals do and how they are integrated into the team beyond occupying a northern space on the organization chart.

And, because of their clear link to final product quality, there needs to be sections in quality plans devoted to relationship/ communication management in addition to the sections on review process.  Project debriefs clearly show that the nature and frequency of team/client communication prevents quality problems, results in increased clarity of expectations, and helps resolve issues.  As a result, our quality plans need to address communication in very specific, planned, and measurable ways – including timelines, checklists, agendas, and metrics.

Invest in Strategic Training and Development. In the past several years, the budget item that’s taken the most significant hit for both the public and the private sector is Training.  While eliminating waste and cutting non-essential programs are certainly a good idea, cutting all training for staff is fundamentally a bad one.  Training is essential not only for staff growth, but essential to staff retention.  Well-trained staff members respond to challenges with greater success and feel less work-related stress as they know their company is willing to invest in their future.

Three essential programs that should be brought back across the industry include performance management, customer service, and the suite of communication skills essential to business success (interpersonal communication, writing, presentations). 

A firm’s employees are its most important, and most expensive, asset.  Having supervisors who understand both their responsibilities and opportunities for effective performance management is essential to any organization.  Effective performance management training covers the full gamut of supervisory responsibilities, beyond performance appraisal, to include performance planning, resolving problems, feedback, coaching and mentoring, and the requisite legal issues.

Without customers, firms cease to exist.  Unfortunately and paradoxically in this economy, the leadership of many firms forgot the link between employees and customers.  Customer service is not just important to firm leadership; rank and file employees have far more day-to-day contact with customers and as a result, need training in how to anticipate, resolve, and manage customer issues across a range of situations.

Finally, across our businesses, we live or die by communication.  Effective interpersonal skills drive quality, project management, and client relationships.  Having staff with strong writing skills not only improves our firms’ documents, but makes the whole production process much easier, enabling us to spend more time in creative pursuits vs. rewriting and editing.  And, I’ll say it again, “Losing in the presentation is the most expensive place to lose.”  Training staff in communication skills pays off across the marketing and the management lifecycle and is a wise investment overall.

So, those are my three resolutions – proposed to all of us for 2012.  For my own firm, I’m not only making resolutions, but I’m scheduling time to talk about them, creating work breakdowns to implement them, and creating metrics to evaluate our performance on

Election Day Thoughts on Communicative Branding

Political discourse has a level of intensity and immediacy that’s compelling on multiple levels. As a communication consultant, I tune in to all the debates – regardless of political affiliation. I listen to political ads until I can’t stand another. And, I really do read most of what candidates and special interests send to me. Some I find informative, others strike me as alternately amusing and disturbing.

I tend to get philosophical on Election Day as I mail my ballot. This year, I’m thinking about leadership and the far-reaching implications of the actions of leaders and how, through their words and actions, they communicatively “brand” their candidacy and/or organization. For example, many of us are watching one potential candidate to see whether his response to allegations of past impropriety satisfies potential voters or ends his political aspirations. And, from an organizational standpoint, we are seeing a cross-generational explosion of anger at organizational leaders who don’t stand for the stated values of their organizations.


So, does a politician or an organizational leader have a responsibility to act consistently to the highest values of his/her organization at all times? In my view, yes. The leader is the manifestation of the organization itself. S/he is the physical representation of the values, vision, and mission of the organization. That’s why the law recognizes that leaders (to borrow from one of my favorite attorneys) are held to a “higher standard of care” with regards to their communication and their actions. By their actions, they “bind the organization.” This means that employees, clients, vendors, and suppliers should have a reasonable expectation that the leader speaks for and acts on behalf of the organization. Thus, when a leader behaves poorly, the ramifications for the organization and the leader are, and should be, more severe.


I’ve been teaching courses in anti-harassment and non-discrimination for much of the last six months to meet a core training objective of one of my public clients. So, I’ve been steeped in the stories and experiences people share about their organizational experiences relative to “safe” working environments. Unfortunately, bad behavior exists at all levels of organizations. Sometimes leaders are those behaving poorly and sometimes they unconsciously “endorse” bad behavior by not acting definitively or proactively against it.


As a result, I’m increasingly convinced that we need to strongly remind leaders of their responsibility to embrace their obligation to be better representatives of their organizations’ values – behaviorally, structurally, and communicatively. Leaders need to behave in a way that eliminates even the impression of impropriety – not only because of the legal ramifications, but because others are watching all the time to learn what is – and what is not – appropriate within the organization. A leader who tolerates discrimination, harassment, or unethical business practices negatively brands his organization, regardless of the official written values, vision, or mission of that organization. Thus, leaders not only need to be accountable to the highest standards of behavior, but they need to have a zero tolerance attitude toward inappropriate or unethical behavior by their employees, vendors, and suppliers.


While some might argue that leaders are human, I’d respond that while true, employees and clients have the right to expect more from them. In accepting the mantle of leadership, the individual agrees to be held to the higher standard and should understand that in employees’ eyes – and in the marketplace – s/he “becomes” the organization.


Leaders should actively consider the communicative brand they want for their organizations and then consistently behave in a manner that models the brand and “shouts” to the community and marketplace that “This is what we, as an organization, stand for!” Instead of making the communicative brand happen by chance, organizational leaders should be intentional in its creation: How do we want to be perceived in the marketplace? What actions or behaviors would communicate this? What policies or procedures do we need in place to support the brand?


Politicians and scions of business remind us all too often with their behavior and their words that they are indeed all too human. For me, as a voter and as a citizen, I expect more. With my vote, I have the right to expect leaders who perform with the highest levels of transparency and ethics – all the time, regardless of their party affiliation. And, leaders of organizations large and small, pay attention: any one of us who leads others should hold ourselves to this same high standard. Don’t just write the communicative brand for your organization: teach it, live it, be it.

SMPS Twin Cities, November 16th

On Wednesday, November 16th, Communication Resources President Meg Winch will be speaking from 9am-12pm for the Society for Marketing Professional Services Twin Cities on "Critical Communication for Project Managers: How to Sell and Win Projects through Project Management."
You can register for the event here.

Workshop description:

In today's challenging economy, A/E/C firms frequently search for ways to differentiate themselves from their competition. The most powerful differentiator within these firms, the project manager, relies on the power of their communication skills to delight clients, cultivate relationships, fill new business pipelines, and develop and reinforce the success of their companies. Without strong communication skills, however,project managers become less effective at selling themselvbes on the jon and can weaken their firm's reputation and client base.

This communications workshop focuses on the important art of selling projects on the job, from the pre-sell and marketing processes, through project kick-off, implementation and close-out phases. We'll emphasize how firms can differentiate themselves by improving the communciaiton skills of their most critical resource, the project manager, and how firm management can develop successful, communicative project managers within their company. This seminar is appropriate for project managers, firm principals, and marketing/business development professionals.

Join us!