Tuesday, June 30, 2009
Strangling the Golden Goose
Monday, June 22, 2009
Networking for Success
- Providing timely information
- Making introductions and referrals
- Sharing ideas and advice
- Helping others succeed!
Be consistent in your contact. Networks languish with inattention. This is the other great cause of ineffective networking. We get busy, we let too much time pass between conversations, we let the relationship weaken by neglect. What makes this a bigger problem is that it is usually shared by both parties. If you're not taking the initiative to keep the contact regular, chances are the other party isn't either. Someone needs to take responsibility; let that be you.
- Set up Outlook or Act! or whatever scheduling software you are using to prompt you to call or visit on a regular basis
- Whenever you uncover a lead or interesting information ask,"Who else do I know that might be interested in this?"; then pass it on
Always follow up on your promises. There is a surprising number of unfulfilled promises that are made in conversation. They often escape our notice. "I'll call you with that information." "I'll send you the article." "We need to have lunch together soon." Does the other party remember? Sometimes. But even when forgotten, the insidious problem of unkept promises takes its toll. It erodes trust, compromises your integrity, weakens the relationship, and can do so without conscious thought. Be dependable. Always follow up what you promised. And don't promise what you won't deliver.
Promptly return calls and emails. We get this, don't we? Then why do so many of our "friends" in business take so long to get back to us? What message does that send? The common answer is "I was really busy." But we all know that no one is too busy to promptly respond to that important client, regulatory agency, or golf partner. Tardy responses communicate that the other party isn't that important to you, even if that's not the message you intended to send. If you really don't have time to talk, respond with a message like, "I'd really love to talk with you, but I'm covered up with work right now. If it's not urgent, could I call you back next Tuesday?"
Respect confidentialities. I'm assuming we all agree on the importance of respecting formal confidentialities. But what about the informal ones? This includes information shared with you where the expectation (often unstated) is that it wouldn't be shared with others. It also includes things you have witnessed, read, or overheard that are best kept to yourself. Sharing such privileged information or experiences not only harms the party not present; it can harm your relationship with the person you're talking to. He or she might be reluctant to share information with you for fear it will be passed on to others. And you might lose some respect in that person's eyes.
Networking isn't about sales. It's about tending to relationships. It takes time; it takes attention. But it pays back big time and for the long term, both personally and professionally. Don't neglect this critical source of sustainable success.
Friday, June 12, 2009
Raise Performance With Real-Time Coaching
Sunday, June 7, 2009
Selling the Relationship All the Way to the End
Keep the focus on the client. One of the greatest dangers in the procurement process is the temptation to shift the focus from the client to your firm. After all, doesn't the RFP ask for it? Don't fall into that trap. Of course, you need to be fully responsive to the client's request for qualifications information. But direct most of the attention in your proposal to the client's needs, goals, and priorities.
Address the working relationship. The client's perception of comfort and how well they'll be served by your firm is a huge selection factor, whether it's mentioned in the RFP or not. So capitalize on that fact by doing something most of your competitors won't: Talk about how you're going to ensure a good working relationship and serve the client well. Hopefully, you uncovered the client's service expectations during the sales process. But even if you haven't, don't ignore this important point of differentiation.
Use personal language written in a conversational tone. Most technical professionals write in a different language than they speak. It's stuffy, wordy, often unclear. It's absent personal pronouns such as "you" and "we." To avoid defaulting to what I call "technicalese," I advise visualizing your audience when writing. Imagine you're communicating directly to that person (or persons, hopefully) with whom you've been building a relationship because, well--you are!
Refer to earlier discussions with the client. For some reason, many proposals make no reference to previous conversations with the client. That's a mistake. These conversations give you distinct insight into what the client is thinking. They provide a solid foundation for a compelling proposal. Build on them. Plus mentioning your previous discussions with the client reinforces the relationship that you have been nurturing.
Share your thought process. Another strange omission that I've seen in many proposals is a reluctance to share ideas. I've even seen my colleagues withhold suggestions that they've previously made to clients in conversation. Why? The usual answer I get is something like, "Well, I need more information before I put it in writing." Sharing insights, ideas, and possible alternatives in your proposal doesn't commit you to anything. And I've learned from clients that they value your thinking as they're trying to identify the best solution (which includes picking the right firm).
Incorporate dialogue into your presentation. Most technical professionals struggle to come across as authentic when asked to make a formal presentation. It's even more a problem, in my experience, in a smaller room with few people in the audience. It's unnatural. So why not talk with them instead of at them? I started merging conversation into shortlist presentations almost 20 years ago, and the strategy has been quite successful. Here's how: First, ask for permission to take this approach (the teams I've coached have only been denied once in all those years). Then preface key transitions in your presentation with a question or two of the client.
This invites more interaction, puts everyone more at ease, and helps keep your presentation on target. Of course, the downside is that you need to be willing to adjust your presentation to respond to audience input. But that's the nature of conversation, which is far more relationship friendly than one-way presentations.
Put your interview team in roles to succeed. Don't feel a compulsion to have everyone on your team make a presentation. Multiple speakers in a short presentation is awkward anyway, and some people are just plain awkward doing it. So ask them questions instead. Try to recreate some of the creative energy you witnessed in that earlier brainstorming session: "Jim, when we were talking about this earlier, you thought we could substantially improve air flow with an innovative design. Could you share those ideas with the group?"
Again, talk about the working relationship. This is even more effective when you can discuss this topic in person. I have been involved in major procurements where the client noted that our firm was the only one to talk about how we were going to serve them better. We outlined it in a specific service delivery process. One client, a major airline, said, "This is precisely the reason those other firms aren't working for us anymore. Why isn't anyone else talking about this?" How about your firm?
Tell the client how much you want to work with them. A study funded by SMPS a few years ago found that clients tended to favor the firm that seemed most interested in working with them in the interview. They noted how most firms tended to focus on the technical aspects of the project or their qualifications and failed to connect at a personal level. Very few, they said, simply asked for the job. Don't be afraid to express how much the project would mean to your firm, or to state how much you value the opportunity to work with the client. It can make a difference.
There are other strategies, of course, for continuing to build the relationship during the procurement process. I encourage you to share some that have worked for you. The main point is: Don't let the formal process throw you off the relationship focus. Regardless what the RFP or interview instructions may say, it's still the primary point of differentiation in most situations.