This past December, I wrote about finding a “perfect fit” with clients to fill their desires and holes and keep a relationship going. Eight months later, we’re still participating in lively discussions about how to generate client contact and maintain meaningful relationships.

In the vast ocean of opportunity for true engagement, we keep landing the same fish: “Do you have any work?” or “Have I told you about the latest service we provide?”

We seem to be missing the good bait, which is: “What does the client want?”

There are plenty of answers at SMPS events, in industry blog posts, and through expert articles in social media. Here is a sampling of the responses:

Kelly Riggs, president of Vmax Performance Group, said during a session on “The Science of Maximizing Revenue” at an SMPS national conference that a client selects a consultant because:

• It has confidence in the consultant’s work
• It perceives less risk working with that consultant
• The consultant understands the client’s business and what is important to the person
• The consultant’s people are helpful, cooperative and easy to work with
• The consultant takes responsibility for the work product
• The consultant solves problems others cannot
• The consultant has more resources available than the competition
• The consultant is responsive and addresses issues quickly
• The consultant provides value to the client beyond the project work
• The client trusts the consultant

Howard Wolff of the website wrote a post on “Great Advice … Directly From Your Clients.” It comes from a client panel that offered candid remarks on how to interact with them.

• Know the client’s problems well enough to demonstrate a tool, methodology or approach that could help solve them.
• Help the client gauge what it would be like to work with you, the company and the team.
• Look for a low-risk opportunity to prove the company’s worth to the client.
• Ask smart questions.
• Help the client understand how you think, communicate and work.

Heart of Business Inc. offers these insights in its post “.”

• Clients want to know what you can do for them, not what you do
• Learn about all the context and problems around the client’s struggle
• Let the client tell you a/their story
• Listen and be “present.”

So, armed with this information, how could conversations with clients change? One might go something like this:

Consultant: Hi, Bob. It’s Joe.

Client: Hey, Joe. Sorry I haven’t gotten back to you. It’s been crazy here.

Consultant: I figured. That’s actually why I’m calling.

Client: Oh, Joe, sorry, but we just don’t have any projects coming out in the near future…

Consultant: That’s not what I mean. I want to have a different conversation with you. Can we talk?

Client: Uh, OK…

Consultant: I know that you and your team are busy. I want to offer you some relief.

Client: I don’t understand.

Consultant: Let’s you and I get together, and you can tell me about whatever you want – something you’re working on, something you’re planning, something you are struggling with – whatever. And I’ll listen and see if we can puzzle through a solution together. If I can’t help you directly with a project, the least I can do is help you with your workload and issues. It’s totally confidential, and the coffee is on me.

Client: I don’t know, Joe…

Consultant: Bob, you’re one of my favorite clients/people. Every time I call, you tell me you’re “crazy busy.” You can’t sustain that. Let me help. Please.

I have one more approach that comes from Greg Bell, author of Water the Bamboo and keynote speaker at the SMPS national Build Business Conference in July. Ask the client “What is going well?” As Greg puts it, this is a game-changing question. I tried it at a department lunch recently. It was the best conversation the group has had in 12 months.

The main conclusion I draw from all of this is that clients want one thing: someone to focus on them. That’s an ocean away from “Do you have any work?” It might even catch the best fish.

Katherine Robinette is the senior marketer for the water business unit at David Evans and Associates Inc. She is a member of SMPS Oregon. Contact her at kxro@deainc.com.

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So while I was hanging shatterproof ornaments on the shrubs in the front yard, I was thinking about marketing for my company, and how we could better differentiate ourselves and sell our services. OK, not directly, but my train of thought eventually got there.

As I started to hang the ornaments, I quickly realized that not all of them were going to fit in the arbitrary spots I had selected. That’s when my train jumped tracks, and I started thinking in terms of marketing.

To the shrubs/clients, our services are just ornaments: pretty to look at, yet the same as the others. To the ornaments/us, the shrubs are opportunities to shine – or worse, to disappear into the depths of the greenery and not be discovered again until next year when someone comes along and finds us still hanging around in the shadows.

So, do you want to be a shiny ornament at the forefront of the shrub, catching all the lights and making the greenery look good? Or do you want to be a faded, full-of-water, forgotten ornament, lost in the darkness of the shrub’s arbitrary cranny?

How do we stop being just like every other ornament/consultant, and start being special? My thought, as I was assessing the next place to hang an ornament, was to fit the space. Ask clients about those nooks and crannies, and the high and low spots of their businesses. They need ornaments, so find out what they are trying to highlight or fix, and then adjust the next conversation to fill those desires and holes. Find the perfect fit.

It might go something like this:

Consultant: I understand you’ve been doing some work on [location/type of work], and using a local consultant for the [name the service/expertise]. What’s the end product or result that you are looking for from that project?

Client: Well, we need a widget-map so we can avoid the widgets when we build a doohickey at the site. You know, the regulations for building in that type of area are pretty stringent.

Consultant: Ah, yeah, I’ve heard that. So is the widget-map just for your use? Or will you use it in the permitting process with the regulatory agencies? Or with the potential developers?

Client: Oh, I hadn’t thought about future applications. Huh. I wonder if the consultant can tweak the data on the widget-map for future phases.

Consultant: That can be tricky, especially if folks didn’t collect enough or the right kind of data while they were out there for the widget-map. I work with several permitting folks at my firm. Would you like me to ask them for a couple of “must have” data items for permitting, and get back to you?

Client: Yeah, that would be fantastic. My consultants have a couple more days in the field. Maybe they can capture some of that for the areas they are finishing up…

Consultant: Well, let me get a few more details about what your plans are, so I can accurately relay that to my environmental folks, and then they can give me some really relevant ideas to pass on to you…

And thus, a perfect fit is uncovered. If you were on my business development team, I would offer you these 10 steps for finding your own perfect fit with a client:

1. Ask about current work/projects – ones you are working on, or others that you know a little about.

2. Ask about the deliverables/products of the current phase and how they might be incorporated going to the next phase. If a project is finishing, ask the client if any of the work is transferable to another project, such as the project approach or a method the consultant used.

3. Listen to the response. The client will offer a clue about next steps, or gaps between the current situation and next steps.

4. Confirm that you heard what their next steps and/or gaps are by partially repeating what they said. “Oh yeah, I’ve heard that such-and-such can be really complex.”

5. Offer a quick check-in with your own experts (hopefully on your staff, or with a stellar subconsultant) to see if there are items they would recommend the client consider in preparation for the next phase. This should be offered as a quick, high-level analysis and not a full assessment.

6. If the client says “yes,” ask for details/clarification so you can accurately describe the situation to your experts. Take notes.

7. Follow through. Contact your experts within 24 hours of the discussion with the client, and get back to the client within a week of your conversation. This demonstrates responsiveness, credibility and sincere interest in the client’s concerns.

8. When you respond, be sure to ask if the client has thought of anything else about the next phase since you talked. It might spark the next discussion.

9. Thank the client for talking to you, working with you and your firm, and considering the recommendations of your experts.

10. Repeat. You will have to do this a couple of times to fully convince the client you are more than a shiny ornament. It may be on the same project, or several different ones. Keep at it.

The shrubs look amazing, by the way. Not a single ornament looks wasted or out of place. Best wishes on finding your perfect fit and for a prosperous 2012.

Katherine Robinette is the senior water marketer at David Evans and Associates Inc. and a member of SMPS Oregon. Contact her at 503-223-6663 or at kxro@deainc.com.

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Marketing With Your Whole Brain
Conducted by Carol Doscher of Graceworks
based on Whole Brain® Thinking, from Herrmann International’s Whole Brain® Advantage

I love this stuff. I love learning how the brain works, what our preferences are for communicating and thinking and how to interact with all the folks who think differently from each other. Ask anyone who knows me – this is my element.

That also means I am familiar with a lot of the thinking that is out there on thinking. So when I sat in on this session, I was not too surprised that I had heard much of the information before from other sources.

Here’s the fast-food version of Herrmann International’s Whole Brain® Thinking:

You’ve all heard of left-brain/right-brain, where the left brain controls the rational and analytical functions and the right brain handles creativity. Well, we also have “top/bottom” hemispheres. The top hemisphere, called the cerebral system, deals with higher-level thinking. The bottom hemisphere, called the limbic system, is more instinctive.

These two sets of hemispheres metaphorically divide the brain into four quadrants:

• A Quadrant – called the rational self = intellect coupled with analytical (the researchers, critical-thinkers, analyzers)
• B Quadrant – called the safe-keeping self = instinctual with analytical (the planners, the organizers, the people who get things done)
• C Quadrant – called the feeling self = creative with instinctive (sensitive to others, emotional, the teachers, talks a lot)
• D Quadrant – called the experimental self = creative and intellectual (imagines, risk-takers, breaks rules, synthesizers, brain-stormers)

Individuals may prefer one quadrant over the others in conducting their day-to-day activities. Or they may straddle two quadrants on a regular basis. Or they may float between three quadrants with relative ease.

A large part of the session was spent doing exercises to help identify individuals who prefer a particular quadrant, and how to interact between the quadrants. We eventually discussed how to tweak our messaging to reach each quadrant and elicit desired actions and responses. Overall, it was an excellent approach to tailoring our marketing efforts to specific audiences, and a reminder that we do not all think the same way.

To learn more about Whole Brain® Thinking, go to

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The challenge for managers today is to integrate, satisfy and retain the brightest performers across the age spectrum. The differences appear extreme. Here is a look at prevailing misconceptions about the youngest generation, who the Millennials really are and some tips on how to relate to them.

The myths

Millennials (the under-30 crowd) are perceived as lazy and filled with entitlement issues. What we observe are “kids” who surf the Internet incessantly, procrastinate or severely underestimate how long it will take to complete a task, and leave as soon as the bell rings. They own the latest gadgets, ask for advanced equipment as part of employment negotiations and apply for increased responsibility a mere six months after they start a position. They hover outside the supervisor’s office after delivering a work product, ask for feedback, and take on independent projects that may or may not have anything to do with their main job focus.

Sound familiar? In a work environment that has been dominated by hierarchy, employee loyalty and an expectation that work defines who you are, the behaviors of the Millennials are perplexing. Like every generation before them, they are products of their times.

The reality

The Millennial population is technologically savvy, with most members owning one or more computers, cell phones and MP3 players. They have never known a time without television or home computers. Many were raised in split homes or by extended family members. Of the group, 64 percent of women and 60 percent of men have attended college. Most have some internship or volunteer work experience, where they were forced to learn “on the fly.”

This translates into several significant differences from previous generations. For example, Millennials are accustomed to instant access to information through the Internet and social networks. As a result, they ask many questions and expect immediate answers. With an exponential increase in the quality of life over their short lifetimes, Millennials expect continued growth at this pace. Their sense of time is also skewed because of the “instant” world to which they are accustomed.

Millennials have strong ties to family and friends, and demand a work/life balance as a result. They respect their elders, but they don’t want to be restricted by the traditional hierarchy of workplaces. The Internet is a great equalizer, teaching its users to go to any source that will have the answers. Similarly, Millennials will seek out the most knowledgeable and influential individuals, regardless of the implied status differences. They also will take steps to direct what they are working on so they stay engaged. If uninspired, they will often create “pet projects” or move on to a new opportunity.

Bridging the gap

First, manage the performance. Explain to a Millennial the quality or volume of work expected. Show them examples, but allow them to come up with their own way of doing things. Second, spotlight the different working styles of each generation openly. Make each employee consciously aware of the differences, and the reasons behind them, to diffuse speculation and resentment. And finally, keep things interesting. Have the Millennial cross-train with others to learn a little about everything the company does. This mixes up the routine, and engenders attachment to the company and the people. The Millennials will be a valued and well-integrated part of the workforce when their supervisors contribute some effort and openness.

In a recent survey, respondents were presented with real-life scenarios and then asked to identify if the proposed solution was something they would do, and if they thought a Millennial would be OK with the solution. The participants’ answers were in line with both their generational preferences and biases. If you are interested in learning more, there are dozens of Web sites and books on the subject.

Katherine Robinette is the senior water marketer for the Portland office of David Evans and Associates Inc. and the director of resources for the Oregon chapter of the Society for Marketing Professional Services. She has more than seven years of experience marketing for the architecture, engineering and construction industries.

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We’ve all heard the statistic that public speaking is the No. 1 fear, surpassing snakes and even death. Given that deeply-rooted fear, it is understandable that most folks avoid presentation opportunities like the plague. Truthfully, you can speak in public successfully and relatively painlessly; you just need to step outside your safety zone.

Manage your fear. Most people fear the unknown and with public speaking that comes down to what to say and audience reaction. Both of these are actually quite controllable with a little forethought and practice.

Craft what to say. Ask yourself, “If they remember nothing else about what I say, what are the three things I want them to know?” Then craft the support for those three things to fit the time allotted. Always aim to take less time than what is scheduled. If you have five minutes total, cover two key messages and a little support. If you have 30 minutes or more, you can handle three messages and examples, anecdotes, visuals and audience questions.

Remember that you are the expert. It’s your project, your idea and your experience. If you make a mistake, you don’t need to show it! The audience doesn’t know what you are going to say, so they won’t know you’ve made a mistake unless you tell them. They know only how you feel about the topic by how you present it. If you are excited about what you are saying, they will be, too. The opposite is true as well.

Rein in technology. Don’t let your PowerPoint or boards drive your performance. If someone could pick up your handout and know your presentation, then you are revealing too much in your visuals and relying too heavily on the technology to carry you. Plus, the audience doesn’t want to be read to. If they can read it for themselves on the slide/handout, then let them. That allows you to tell an interesting story related to what they are reading. Be prepared for the worst case scenario – could you do this if the computer blew up or your presentation boards didn’t arrive?

Manipulate your audience. Your audience has the attention span of a gnat. Trust me – 15 years in theater teaches you a lot about being in front of a crowd. Your job is to engage them wherever possible. Ask questions like “How many of you…” or “What’s an example of….” These types of questions force the audience to think about what you are saying and how it applies to them. Keep that cycle going, and they’ll stay with you for the whole presentation.
Make eye contact. This encourages the audience to answer you. If making eye contact is difficult for you, try looking at the top of a person’s head, an earring, or some other object near their face. Even looking at a person’s name badge is good, so you can call them by name. Smile when they respond (it’s a visual reward we all crave), and laugh when something is funny. This level of interaction is genuine, entertaining, and comfortable.

A side note here: Don’t try to be something you are not. If you’re not funny, don’t try to be. If you’re not gregarious, don’t force it. Use a microphone if you’re soft-spoken. Stand at a podium if you fidget or your knees shake. The audience can see if anything is false or awkward. Making them sit through this is torture.

Practice. This is a must, even for veteran speakers. Go over it once in private to time it. Go over it once with someone you trust to test it. Go over it with your technology in place, too, just to make sure you know how to use the equipment. Refine. Repeat. Marketers are good for testing your speech. We ask good questions, give you honest feedback, and applaud enthusiastically.

Will you be an expert speaker immediately? Well, no. However, this is something that can be improved with planning and practice. Approaching public speaking with a system and the support of your marketing team can make stepping outside your safety zone a less fearful, more rewarding experience.

Katherine Robinette is the Energy and Land Development Marketer for the Portland office of David Evans and Associates, Inc. She has more than six years of experience marketing for the A/E/C industry and 15 years of performing, lobbying, and advocating for arts and culture in Oregon.

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