We recently completed a re-branding of our company.  This was a great process which sets us up well for the future.  Go and check it out!

http://mackaysposito.com/index.php/free-popcorn/blog-entry-1

                          

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Forgive me if this seems a bit off topic.  However, this article from PSMJ resonated for me and I thought I’d pass it on.

In today’s economy, we are all pushed to do more. Downsizing and the reluctance of firms to hire with current economic uncertainties mean that all of us must take on more responsibilities without the support that we had just a few months prior. While this may have made us more productive, this will inevitably take its toll in our personal health, happiness, well-being, and our families.

Many times, when a job at hand is all consuming, you may run yourself down and actually end up doing subpar work. For example, you may have to work through the night to complete a submittal on deadline, spend the weekend rewriting a report from a sub that was poorly written, or run out of time and have to hand over a poorly written status update to a client. All the time, you miss family events and essential sleep because of work commitments.

Here are four things you can implement today to take care of yourself:

See those four items at PSMJ’s website here –>

photo credit: Ernst Vikne

                          

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Mel Lester wrote a fantastic article for Axium 411 about proposal strategy.

This is something we’ve focused heavily on in our firm for the last several years. We’ve become much more savy … and the result has been a significant increase in our proposal hit rate.

Thanks Mel.

This is definitely one for my vault.

If you’re poring over the Request for Proposals trying to learn what the client really wants, you’re looking in the wrong place. I’ve yet to see an RFP that provided the most important information I needed to write a winning proposal. Yet amazingly, many proposals are prepared with little more insight than what can be gleaned from the RFP.

My advice: Never trust the RFP!

Read the article here –>

photo credit: matsuyuki

                          

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I recently posted a guest post at Axium’s 411 Blog about improving invoices in A&E firms. You can read the entire article by following the link shown below.

I recently discussed our aggressive invoicing process with a sub-consultant friend, Bob. My request that he get me invoices within the first few days of the month surprised him. We typically send final invoices three to five days from the end of a billing cycle. I was equally shocked he regularly waited a month for his project managers to complete invoices.

My partners and I often talk about shortening our firm’s “invoice-turn;” the time it takes to close the month, issue draft invoices, collect invoice mark-ups and supporting documents, create final invoices, and send them out for payment. In this economy, we’ve responded to tightening cash flow by slashing weeks from our invoicing process.

read more …

photo credit: Pink Sherbet Photography

                          

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>> Improve project management practices by increasing personal responsibility

At MacKay & Sposito, Inc. (M&S) we’ve invested heavily to improve our project management capabilities over the last few years. We updated accounting systems and project management software. We developed standards for project tracking and team resource loading. We held project management discussions and organized training.

All worthwhile activities. All poor substitutes for solid personal responsibility.

I don’t mean to be overly critical of our team. We’ve continually improved project management and client satisfaction. There is also no question that new project management tools help our employees manage projects better.

However, when we fail, the reason is usually that team members forget their personal responsibility to meet project budgets, schedules, and scopes. These failures happen at all levels— from draftsman to principal.

A couple years ago, one of my partners took an interesting approach to alleviate this problem. One evening, he drafted an “Employee Pledge.” This 11-part statement outlined the rules by which we would work together to meet client needs. The primary message: Each individual must take personal responsibility to ensure project success.

Example employee pledge statements included:

“As an M&S Employee, I commit to know the schedule, budget, and scope for all tasks I’m assigned.”

“It is my responsibility to request this project information.”

Cheesy? Perhaps. Necessary? Most certainly.

When originally drafted, the employee pledge encouraged plenty of discussion. It was posted on bookshelves, computer monitors, and doorways. It was discussed at employee and manager evaluations. It was also presented at new employee orientations. Like many initiatives, over time the pledge gathered some dust. It remains, however, our proclamation for personal project responsibility. Recently, I’ve refocused on the pledge with those employees I manage directly.

Project success is not the sole responsibility of project managers. Everyone must recognize the role they play in profitably delivering exceptional client service. New tools and processes are only a part of the solution.

This is a company culture issue. You can change your firm’s culture to one of personal project responsibility by:

* Hiring (and retaining) for it. Internal behavior can change dramatically when new and aggressive blood is added to the mix. Sometimes complacency is the biggest culprit. New energy kills complacency. A written employee pledge (or similar document) may be an indispensible tool for evaluating new hires. How does that new employee respond to such a statement?

* Providing solid leadership. Personal responsibility doesn’t stop at the top of the ladder. Are your firm’s principals focused on project budgets, scope, and schedules? An effective employee pledge would hold leadership equally responsible for project success.

* Being transparent. Certainly, a written commitment is one way to clarify and bring transparency to the issue of personal responsibility. Good project management tools and processes are another. However, the most effective way to clarify and bring transparency to personal responsibility is committing to regular and frequent discussions about project performance and success. This is a simple commitment, executed on a weekly basis through simple team discussion. Again, this starts at the top, with strong leadership.

If you hire and retain employees who take personal responsibility, provide leadership, and seek transparency in expectations and regular project communications, your firm can increase project team members’ personal responsibility.

These are my thoughts. I’m interested in yours. What efforts have you made to increase personal responsibility in your firm? Please send them to my e-mail below.

This article was originally published in the April 4th Edition of the Zweig Letter.

Derrick Smith is a partner with consulting firm MacKay & Sposito, Inc. (M&S), an infrastructure planning and design firm based in the Pacific Northwest. M&S services Water Resources, Energy, Community Development, and Geospatial clients and markets throughout the Pacific Northwest.

Derrick publishes regularly in several regional and national journals that focus on business development, project management, and human resources topics related to his industry. Derrick Smith’s thoughts and past articles can be found at www.derricksmith.net. He can also be followed @derrick_smith.

photo credit: lumaxart

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Improving client relationships and loyalty requires clearly articulating value.

My oldest daughter Rachael recently turned 12. For her birthday, she asked that my wife Jennifer and I take her to Seattle for an “overnighter.” It was a great trip. The highlight was an afternoon spent wandering the Pikes Place Market. If you’ve never been there— it’s a special place— especially if you enjoy food. Like most farmers’ markets, Pikes Place has an odd collection of food, produce, and craft vendors. At one fruit stand, an energetic man selling tangors (tangerine/orange hybrids) approached us. He stood in front of a huge pile of well-sorted, colored fruits from exotic locations. He offered a wedge of tangor from California, a slice of a new apple variety from Chile, and a free exotic plum (origin unknown) for the birthday girl. My wife and I spent $20 on four pieces of fruit, including a $5-per-pound pair of apples. I laughed as we left the stand, recognizing I had bought more than just fruit.

My realization wasn’t regret. The price wasn’t too high. We bought great produce, learned the origin of the tangor, tasted several unknown fruit varieties, and gave my daughter a new experience. Oh, and I found a subject for my next The Zweig Letter article! Twenty dollars well spent.

Recently I also sent a client a disastrous fee proposal. I enjoy working with this client, although I know he often shops my proposals. Admittedly, I prepared the proposal in haste. It was the end of the week and I was trying to get away from the office to take my daughter on a weekend birthday trip. Not surprisingly, this client called on Monday to complain about my fee. I had the typical reactions: he didn’t understand the scope, he doesn’t appreciate our value, and he is looking for a commodity. I also questioned, “Is he a client we should be working for?”

Perhaps these reactions were appropriate. However, I also recognized my proposal was weak. It was a typical letter proposal: “Thanks for the opportunity,” and included lists of assumptions, proposed tasks, excluded services, and a price. I didn’t include the equivalent of an education on the origin of the tangor, tastes of previously unknown fruit varieties, or other new experiences. In other words, I did not sell our real and unique value. This isn’t a sales gimmick. Relief to real client pain provides value. Good clients pay for value. We err when we assume our value is implied and easily recognized. Worse, we downplay our value and promote lowest price buying by focusing on specifications and fee-breakdowns.

Instead, sell value by:

1) Clearly communicating your client’s need or pain. If you don’t understand what’s really driving their purchasing decisions, you haven’t done your homework. The consultant who best shows they understand their client’s needs wins.

2) Painting a vivid picture for true project success. Sometimes, my clients mistakenly assume that success is merely a completed road design, sewer solution, or project entitlement. This is transactional, commodity thinking. Instead, communicate the impact your services have beyond the completed task.

As an example, I have a client who is extremely price sensitive. In fact, I don’t know if I’ve ever had a client who watched his expenses as closely. However, I have continually knocked the ball out-of-the-park for this client. I’ve connected him with profitable partners, I’ve negotiated him sweetheart agency entitlements, and I’ve resolved significant conflicts. We’ve rarely put those services on our timecards or invoices, and this client would struggle to properly value them. Price for this client is now a distant consideration. We’ve redefined for him project success.

3) Explaining how only your firm can best relieve your client’s real pain and achieve true project success. This step is familiar territory. Only now you are explaining your approach and qualification on your own terms. Be specific. If executed well, this three-step approach will redefine the services your clients buy and educate them on the tremendous value you provide.

And, on a personal note, I’ve found the understanding gained through this process dramatically improves my client relationships.

This article was originally published in the February 26th Edition of the Zweig Letter.

Derrick Smith is a partner with consulting firm MacKay & Sposito, Inc. (M&S), an infrastructure planning and design firm based in the Pacific Northwest. M&S services Water Resources, Energy, Community Development, and Geospatial clients and markets throughout the Pacific Northwest.

Derrick publishes regularly in several regional and national journals that focus on business development, project management, and human resources topics related to his industry. Derrick Smith’s thoughts and past articles can be found at www.derricksmith.net. He can also be followed @derrick_smith.

                          

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The Oregon Daily Journal of Commerce published one of my articles last week:

“It is 30 degrees outside and the hail blowing sideways is stinging my face. My avalanche transceiver beeps to tell me something of the location of our “victim” (an old pack buried somewhere on the side of Mount Hood). This is the third time we’ve run this drill, and although I’m getting better at deciphering the flashing LED and beeps on this yellow box, I’m out of breath, cold and a bit frustrated. For my birthday my wife bought me a gift from the heart: a three-day avalanche safety course on Mount Hood. For me, it doesn’t get any better. I secretly dream of a second career as a mountain guide – never mind that the market for middle-aged, out-of-shape mountain guides is as tight as the current market for design professionals. Luckily, MacKay & Sposito keeps me plenty busy climbing mountains of a different sort.

After spending a weekend planning and practicing for worst-case avalanche scenarios, it strikes me as interesting that at the office I have a half-completed strategic plan sitting on my desk, waiting for my comments.” …

READ MORE –>

photo credit: kevindooley

                          

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Start 2011 with an assessment of your firm’s community service program

A couple of weeks ago, I offered the closing remarks at our annual holiday party. My comments were mostly forgettable. However, our business development group stole the show by putting together a video highlighting various company service projects from this past year. Our employee’s generosity in 2010 was inspiring! What’s more, I was proud that our firm provides opportunities for employees to give back in such meaningful ways. The comments and praises shared after the program reinforced this pride. It was apparent our employees and their families valued our company’s focus on community service.

Recently, one of my partners made the comment: “The best thing about our firm is that it is a vehicle to help me give back to the community.” Tim was referring to experiences he’s had serving on boards and committees and participating in discussions on important local issues.  His observation is spot-on; as consultants experienced in public works, or architecture, or park design, or whatever our expertise, we have the ability to make significant local contributions.

During this time of holiday giving, it seems appropriate to consider our corporate record of community service. An honest assessment and a commitment to give more in 2011 can be a solid strategy for business improvement and growth.  Before you mistakenly dismiss these ideas as purely altruistic, consider the following business benefits:

1.)    Employee Retention and Recruitment – Hired a Gen “Y” employee recently? These employees value firms with a mission broader than profit. Indeed, all employees want to belong to a company with a strong community reputation.

2.)    Culture Building – Shared employee experience, whether related to work or community service, is an important building block of a firm’s culture. Why not cancel next year’s annual summer BBQ and instead invite families to a Habitat for Humanity project? You may be surprised by the response.

3.)    Brand Awareness and Name Recognition – Your corporate giving program is one way to inexpensively build your name recognition and brand awareness.  As an example, in 2010 we led several local Make a Difference Day campaigns. This role gave several employees the opportunity to publicly share our company’s core values on the radio, TV, and through local print. This was a huge boon to our local brand awareness.

4.)    Networking – Four hours spent planting trees with a client is worth a year of business lunches. As an added benefit, you both burn calories rather than consume them.

Now, to the naysayer: admittedly community service and corporate giving can get expensive, sap important firm resources, and divert business focus. To mitigate these risks, use your firm’s inherent project management abilities to remain within planned budget and time constraints.  Other suggestions to maximize your giving effectiveness include:

• Seek Broad Participation — Invite your employees and their families and friends. Invite your clients and their families and friends. In fact, the only negative I heard after our holiday party presentation was from a disgruntled spouse who said, “My husband didn’t share this opportunity with me. I wish you’d reached out more to our family to get us involved.”  Lesson learned. Next year we will send invitations straight to our employee’s homes.

• Test Partnerships – Community service projects are the ideal setting to test partner and/or sub-consultant relationships. Invite them to participate, and then use their response as a barometer to test your compatibility with that firm or their employees.

• Stretch employees – Consider inviting an employee to lead a community project who might not have been your first choice. An introvert, who may usually be uncomfortable in a marketing role, may shine if given an opportunity to lead a “roll-up-your-sleeves” type community project.

• Social Networking – Wondering how to effectively use social networking in your firm? (Yeah, me too.) Facebook and Twitter are ideal ways to promote community projects and to get your feet wet with new technology in a low-risk activity.

• Client Development — Consider projects or initiatives that support a client’s mission or interest.  Alternatively, select activities or projects that showcase your company talents. Either approach will strengthen client relationships or reinforce your firm’s resume.

This year, while evaluating your company’s annual performance, make time to evaluate your community service record as well.  And if it’s not where you’d like it, remember that a new year is just around the corner, filled with opportunities to rally your troops and get out that shovel or recycling bag.  You may be surprised at how giving back may affect both your company’s culture and long-term financial performance.

Derrick Smith is a senior vice president at MacKay & Sposito, Inc. (M&S) (Vancouver, WA). Contact him atdsmith@mackaysposito.com.

photo credit: Shoes on Wires

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My wife Jennifer and I recently started building a new house.  So far, this has been a horrible experience. In large part, I attribute our stress to our struggle to connect with a reputable builder. By that, I don’t mean to infer that reputable builders are hard to find, but rather that we’ve just had poor luck. However, in thinking about our experience, there are lessons learned that apply to our consulting business.

Our experience with our first builder was troubling.  A referral of a business associate, they initially seemed competent enough; and, they build a lot of house for the price (yes I know, a poor way to select any trade or professional). I ignored early trouble signs. The builder was slow to return phone calls or emails. His staff told me he didn’t like to work directly with the customers. Instead, he delegated that chore to his realtor (Hey he’s an artisan, he must be too busy building beautiful homes to service all his happy clients). Later, rumors circulated they were struggling to meet financial obligations in a timely manner (I own a business; I understand they may need to manage accounts payable).

However, I could no longer ignore my concerns after hearing more from past customers. I didn’t realize his company had previously had a different name. Suddenly, it seemed everywhere I turned; I was hearing horror stories. Last weekend, we decided to pull-the-plug and look for help elsewhere.

Contrast this experience with that of our new builder.  This builder is energetic and interested in servicing our needs. His staff and realtor are passionate about their product. Most important, their homeowners are passionate about their homes. To secure our business, this new builder had us walk through homes occupied by happy homeowners. An inconvenience for their customers? Maybe. However, each seemed eager to welcome us to their family of prideful owners.

Our first builder never inviting us to visit with happy clients?

This experience made me think about the importance of reputation in our industry.  It has also reminded me of the power of word-of-mouth marketing. Today, more than ever, your firm’s reputation is everything. Protect it at all costs. You can do this by:

1.)    Remembering that positive client relationship building takes consistent effort – Client relationships are built one encounter at a time.  This means that every encounter can either improve a client relationship or deteriorate it. As I work to improve every client encounter, I focus on being in the moment during client meetings or when on a client phone call. When with a client, I don’t multi-task. Instead, I turn off the computer screen, I silence the buzzing smart phone, and I request that my administrative assistant hold all competing calls.

2.) Correcting client issues quickly – Take a long-term approach when considering your response to an unhappy client. If you’ve decided your unhappy client is worthy of continued long-term investment, and you’ve carefully sought to understand their issues, you then must demonstrate to your client a commitment to improve. This will require action, and a specific plan to resolve the client’s issue. Although this may seem like hard work, consider the effort required to replace good clients in this difficult economic environment.

3.)    Managing your reputation through aggressive marketing and messaging – Ultimately, you must control the message. Certainly, the majority of the good word-of-mouth marketing your receive will result from consistent good service. However, a well-planned (and funded) marketing program will message your way to a solid perception of your firm’s reputation.

In order to be credible, your existing clients must be involved in your marketing efforts.  Good clients want you to be successful. As a result, many will provide testimonials, introduce you their peers, and recommend you openly to other decision makers in their organizations. Ask them regularly for these recommendations. You’ll be surprised by their positive response.

As stated earlier, your reputation is everything. You’ll protect that reputation by seeking positive encounters every time, by responding quickly to client issues, and by involving your existing customers in your marketing program. This hard work will also help differentiate your firm and develop additional business.

Derrick Smith is a partner with consulting firm MacKay & Sposito, Inc. (M&S), an infrastructure planning and design firm based in the Pacific Northwest. M&S services Water Resources, Energy, Community Development, and Geospatial clients and markets throughout the Pacific Northwest.

Derrick publishes regularly in several regional and national journals that focus on business development, project management, and human resources topics related to his industry. Derrick Smith’s thoughts and past articles can be found at www.derricksmith.net. He can also be followed @derrick_smith.

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