Blogs

PMs and the inevitable fork in the road

By Scott W. Braley FAIA Member Emeritus posted 05-05-2016 01:12 PM

  

By Scott Braley, FAIA, FRSA

 

What would you do?

A talented Project Manager was arguably among the best PM's in the firm. Highly regarded for talent and accomplishments, the PM seemed to be on a sure path to becoming a Principal of the firm. One day two leaders of the firm asked that they meet for lunch. One of the leaders was the PM's informal "mentor," and hinted that this was an important discussion. Surely this had to be something good – really good.

Indeed it was. The leaders wasted little time in moving to the key topic – the PM's opportunity to become a Principal of the firm. Then, in the conversation took an interesting turn. The leaders noted that the PM's responsibilities would shift more toward bringing work into the firm. A bit surprised, the PM said he had helped with proposals and presentations of course, but the real talent was leading teams and delivering excellent projects.

The leaders spoke very candidly – they said the firm could always hire people to "do the work," the key to future success was bringing work into the firm. In fact, from now on the PM's main responsibility would be to extend a service line and grow a market sector. The leaders ended lunch with a request. "Give that some thought. We have great confidence in you, but we want to be sure you want to take this on. Let us know within a couple of days, the Board meeting is next week."

Later that day the PM's mentor stopped by and might as well have landed a solid punch to the gut when he said – "Here's the truth. You either learn to be successful in marketing and business development, or you might as well resign. You're going no further unless you can bring work into the firm."

So, what would you do? Or, perhaps more appropriately, what will you do?!

This story repeats itself over and over in our industry. It's not a hypothetical fable – I was that Project Manager. My mentor was absolutely right, I was going no further unless I stepped up and took on the task of helping grow the firm. After some discomforting soul searching, and reflection on my other options, I decided that it was time to change behavior and focus.

Some might say it was time to take the next step in "growing up" in the design and construction industry. I did just that. With the predictable bumps along the way and a lot of trial and error, I learned to "sell."  Today I am genuinely grateful for the wise counsel those leaders offered – and the kick in the pants from my mentor. Frankly, I was able to enjoy career successes that I never would have known had I remained at the PM level.
  

Today's A/E/C industry

As we look at today's A/E/C industry there is much talk about a "talent crisis" in general, and a wide gap at the Project Manager level in particular. Most firms are influenced by shifting firm cultures, redefinitions of "work" and "workplace," integrated delivery, sustainability in concept and substance, and exponential client expectations for quality of service and result.

PM's are in great demand, and they at the center of practice and business success. However, even within this environment rich in potential for PM's, there is an impenetrable "glass ceiling" of sorts – no work means no need, no marketing means no opportunity, and no ability to sell means no advancement or security.

You can study it, argue with it, cuddle up to it or even convince yourself to embrace it out of necessity – whatever your personal approach; you must make peace with the core question "how will I bring work into the firm?"
  

Two ways from which to choose

In my 30-years of practice experience as well as in our consulting work, we observe that there are two distinct and effective ways of helping your firm secure work. One, you can go into the market place and ask clients to hire you. Two, you can do work so well, and yourself become so highly sought, that clients will come to you with work. Frankly, when you get right down it those are just about the only ways!

The good news is that there are two choices. The other news is that in our industry the predominant method is to "go out and ask." By the way, that's also the relatively easier method!  It's humbling but true that only a few PM's can become so exceptional that clients beat a path to their door with work in hand. However, clients will often quickly open the door to PM's who seek to talk about the client's needs, work and opportunities.

This view is reinforced by multiple sources. In 2013 the Society of Marketing Professional Services (SMPS) completed a 15-month primary research and analysis effort focused on the fundamental questions – how will clients behave, what will business development look like, and how will clients hire A/E/C's in the decade ahead. The initiative culminated with the publication of A/E/C Business Development - The Decade Ahead.

 That focused research and critical analysis painted a vivid picture of what lies ahead for you. The research addressed inputs across multiple market/client sectors and virtually all types of firms. In one of the most provocative findings, clients across the board said the traditional roles and ways of "business development" are on their way out. Clients confirmed they have shifted tectonically – the majority of buyers of services said in one way or another "I am no longer going to meet with or talk to non-technical business developers. I want to talk with PM's and others who will actually deliver the services." 

The message was crystal clear – buyers want to talk to and with those who know and focus on the client, those who will solve their problems, and those who will make their short and long-term work easier. Some were strategic, some were operationally focused, still others were thinking about managing their own time and resources – they all wanted to talk with the person who could help them get results and do their job better. In many cases the clients looked for PM's who could help them determine just what to do – or not do – in the first place!

One client captured this pivotal change in a seminal statement "I want the Steve Jobs of design and construction. Somebody who can tell me, show me, what I need to be more successful." In virtually all cases, the buyers labeled that person as someone with "a technical background" and often said it was the Project Manager or PIC.
  

Seller/Doer's – Mixing Business and Practice

The term "Seller/Doer" says it all. In a nutshell, Seller/Doer's are design or construction professionals who blend bringing work in the firm with actually leading teams and delivering the services. They are in fact "selling" and "doing" simultaneously. As mentioned above, the clients love them – and those same clients will likely welcome you as you offer your personal involvement and commitment to deliver the services related to their projects.

Most successful Seller/Doers begin by concentrating on the "Doing" component and move deliberately into more of the "Selling" activities. Eventually, the most successful settle in on a mix that is proportionately 60/40 Selling/Doing.
  

First steps and an action plan  

First steps can be scary, but they lead to incredible journeys. So, take the first step and decide for yourself which of the two ways you are going to employ to bring work into the firm – ask for it, or attract clients. Don't forget, a mix of both may be the most comfortable place to start.

Next develop an action plan. Here are a few suggestions to get you started.

  • Revisit your career plan – Revisit your career goals and objectives, rethink your plan. Either reconfirm or change your approach to success.
  • Focus on current clients – Concentrate on your current work and clients. Enhance your working relationships, and engage your clients in more and new work. Never let these key relationships fade away.
  • Get out, get active – Get into the marketplace, get active with client-focused organizations, be around people who can hire you and your firm. Build a network.
  • Polish your skills – Brush up on those skills that enable you to present yourself and your ideas well. Focus on communication and business savvy.
  • Learn about marketing – Dig into your firm's marketing and business development plans. Talk with your best "sellers" and learn from their successes.
  • Get help – Talk with your colleagues in the "marketing/BD" group, maybe get a mentor. Look both inside and outside your firm, there are many resources.
  • Set goals – Set goals for yourself, be aggressive but make the stages achievable. Identify what works and what doesn't for you, grow and evolve your role and responsibility.

While "selling" does not need to be the only thing on your mind, you'll benefit from moving it to a more prominent place in your work ethic and routine. Take heart, if you are now a successful design or construction professional chances are you have what it takes to be a great Seller/Doer!

 

_____________________________________

Scott Braley is Principal of Braley Consulting & Training. He helps design and construction firms in the areas of strategy, leadership, ownership, marketing, management and project management/delivery. During 30 years of A/E/C practice, he was a highly successful "seller/doer" and served as Managing Principal in an ENR "Top 40" firm. In addition to senior leadership roles, he helped sell and managed projects representing more than $2.0 billion of in-place construction.
   

Scott W. Braley, FAIA FRSA §  Braley Consulting & Training
scott@braleyconsulting.com   |   404-252-9840

 

(Return to the cover of the 2016 PM Digest: Business Development)

0 comments
545 views