L E A D I N G A S E L L E R -

D O E R C U LT U R E

J E N N E W M A N , C P S M , C E O I G N I T E C O A C H I N G & C O N S U LT I N G

NEW LENS

THE RIGHT PEOPLE

SET GOALS EXPECTATIONS

G I V E T H E T O O L S N E E D E D T O S U C C E E D

ALLOCATE TIME

CELEBRATE

BE A SERVANT LEADER

“A servant-leader is a person who begins with the natural feeling of wanting to serve first – to help, support, encourage and lift up others. And because of their noble role model, others begin to lead by serving.” – Robert K. Greenleaf

SERVANT LEADERSHIP

SOUTHWEST AIRLINES “I have always believed that the best leader is the best server. And if you’re a servant, by definition, you’re not controlling. We try to value each person individually and to be cognizant of them as human beings – not just People who work for our Company. Your employees come first. There’s no question about that. If your Employees are satisfied and happy and dedicated and inspired by what they are doing, then they make your Customers happy and they come back. And that makes your shareholders happy. Think about Customer service. Profit is a by-product” – Herb Kelleher, Former CEO, Southwest Airlines

Top 10 100 best companies to work for in America and operate approximately 50% higher return to shareholders.

BALFOUR BEATTY

“I am a true believer in attitude. It’s contagious. I can get excited about a concrete pour and then the next thing you know, those guys pouring the concrete get excited. In addition to the big goal at the end of finishing the project, you celebrate those many little goals in between and it gets everybody pumped up. I want that excitement and attitude not only for me, those that work around me, but also for those all the way out to the subs, labor, and gate guards.”

- Sam Moses, General Superintendent, BARA

The Set-up

Getting your business development process off on the right foot

Organization Structure

how will you eat this animal?

Organization

geographic state, region

market focus healthcare, water, corrections, etc.

service line architecture, civil, environmental, etc.

Organizing the team

Organizing the team

Organizing the team

�  key finding:

Potential clients have developed a preference for meeting with the individuals who will be working on their projects. This dynamic has created a need for business developers and seller-doers to work together to advance new business goals and sustain lasting business.

Organizing the team

Arrange meetings with potential clients (90%)

Participate in client meetings (78%

Participate in client organizations (74%)

Attend trade shows (73%)

Conduct market research (68%)

Participate in client meetings (89%)

Participate in client short-list presentations (75%)

Write proposals (70%

Set up appointments with potential clients (65%)

Participate in client organizations (64%)

Leaders, Champions, Teams

client’s organization your organization

CEO, President

VP Facilities

Building Engineer

Staff Engineer

President, Principal

Project Manager

Senior Engineer

Staff Engineer

Establish Expectations

�  Roles

�  Action items

�  Progress dates

�  Information sharing

client manager•  primary contact with

client from your firm

•  manage client team

•  focus on initiatives and activities

client team•  other seller/doers

•  principal

•  technical staff

•  business development

•  marketing

•  accounting

•  human resources

•  legal

Engage Millenials

By 2025, Millennials will

comprise 75% of the

global workforce!

Engage Millenials

� Foster innovative thinking

� Develop their skills

� Make a positive contribution to society

Millennials want firms that:

Marketing and BD Support

what does that look like for your firm?

how does work come in the door?

�  who “owns” each element in the process of marketing and business development

Supporting Docs

market researchwhat’s going on with your clients

what does the market think about your firm, competitors

client assessmentwho “fits” your firm

pursuit assessmentopportunities on your radar, short-term and

long-term

proposals, interviewsfire drill or planned?

conferences, eventswhere are your clients?

speaking, publishingestablish your people as the “expert”

Tracking and Information Sharing

�  Regular BD meetings

Tracking and Information Sharing

�  CRM Updates

Tracking and Information Sharing

�  Client Assessment Tools

Tracking and Information Sharing

�  Pursuit/Capture Planning Tools

Strategic Planning

It’s changing

Today’s workforce

Times are a-changing

�  Old model: one or two principals who “handle” it all

�  New model: Engage seller/doers in the strategic planning process

Insights from various perspectives

current leadership

marketing / BD

seller/doers rising stars

human resources

legal

finance technical

IT

Today

�  Generational shift in the marketplace resulting in new ways of planning

GenX, Millenials rejecting SWOT-based models

New, simple direct models are working better

Technology improving CRM systems constantly

Define your process

Establish a process that works for your team

Client engagement plan

implementing a BD process

yes, it is a process

Customize to fit YOUR team

�  The cookie cutter approach just doesn’t cut it

Train your team

HINT: much more this afternoon!

Execute the process

�  Client team

�  Individual

Table exercise

Step One: 5 minutes �  Choose one template from your

workbook

�  Edit for use either by your firm or you

Step Two: 10 minutes �  Populate your edited template

Step Three: 15 minutes �  Share with the group

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Formalizing the Seller-Doer Process in Your Firm

Wally Hise, PE | VP, Business Development

11 April 2018

Demographics

Business Developer

Seller-Doer

Marketer

Firm Principal

Other

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My early Seller-Doer years

[ a n o t h e r ]Proposal Deadline

Why we stay late on Friday afternoon“

“

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3 reasons we write proposals

Get work for yourSTAFF

Get work for YOURSELF

Get work for theFIRM

Seller-Doer BusinessDevelopment

Robert’s Words of Wisdom

PEOPLE

Specific to YOUR firm

PROCESSPROGRAM

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So you want to develop your Seller-Doer program…

Begin with the end in mind.“ “

Steven CoveyThe 7 Habits of Highly Effective People

So you want to develop your Seller-Doer program…

Begin the project / task with a clear vision of your desired

direction and destination.

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Seller-Doer ProgramGOALS

Seller-Doer ProgramGOALS

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What makes the great onesGREAT?

Seller-Doer ProgramATTRIBUTES

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What makes the bad onesDIFFICULT?

Seller-Doer ProgramATTRIBUTES

Seller-Doer AttributesIDEAL

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How do you know a Seller-Doer?

Reduced Utilization Goal

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How do you know a GOOD Seller-Doer?

They talk more about the work they’re PURSUING

PERFORMINGthan the work they’re

How do you know a GREAT Seller-Doer?

Technical know howCOMPETENT

Ask questionsINTERESTED

Know their limits and how to get helpRESOURCEFUL

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Perspective on business developer and seller-doer roles

SMPS Foundation research (March 2016)www.smps.org/foundation

BUSINESS DEVELOPERS

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SELLER-DOERS

� BUSINESS DEVELOPERS are dedicated employees who secure contracts or projects for their respective firms, either through repeat clients or fostering relationships with new clients.

DEFINITIONS� SELLER DOERS are technical staff who are also

responsible for billable hours and, to some degree, for securing contracts or projects for their respective firms, either through repeat clients or fostering relationships with new clients.

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BUSINESS DEVELOPERS

FOCUSOPPORTUNITIESRELATIONSHIPS

POSTURE

An HDR Conversation

SELLER-DOERS

Long-term (strategic)Growth (new)Cultivating newFace to industry

Near-term (tactical)Follow-onMaintaining existingFace to client

So, what doSeller-Doers do?

Video credit: Chevron

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Seller-DoerACTIVITIES

Seller-DoerACTIVITIES

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How many people have a sales process?

Does your process work?1

Is your process well understood?2

Every opportunity goes through “the process”

Identify Close

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Organize activities into your process steps so

Seller-Doers can see how they fit in

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This is your homeworkIt might look like:

� Attend meetings� Give presentations� Thought leadership� Close sales

� Identify prospects� Schedule meetings� Network� Assist seller-doers� Open doors

� Create awareness� Build brand� Conduct research� Develop presentations� Assist with proposals

THEDREAM

TEAM

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Selling is aTEAM SPORT

Instead of asking them to

SELL

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Ask them to do specific activities to help

YOUR ENTIRE TEAM SELL

Who’s on board?

You’re going to needSUPPORTto make this work

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OWNERThat’s probably YOU

APPROVERSomeone will have to:

Fund training and development

Approve reducedutilization

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ENFORCERWho can “direct” people to get stuff done?

COACH(ES)You’ll need hands-onmentoring

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Seller-Doer ProgramMETRICS

How will you know it’s working?

Look at yourProgram GoalsHINT

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If a GOAL is to“build confidence of our staff”

A metric might be:“attend client meetings

without a manager”

If a GOAL is to“generate more leads”

A metric might be:“grow our leads by 25%”

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It all comes down to

PEOPLE

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Develop INDIVIDUAL plans based on:Skills

StrengthsInterests

How well do they match the “ideal” profile?

(Pick ONE area to develop)

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How well do they do the activities required?

(Pick ONE area to develop)

Agree on individualSeller-Doer goals

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Everyone can do something to contribute to sales.“ “

Sean

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Seller-Doer ProgramACTIONS

Bring a seller-doer to your next client meeting

1

Analyze a recent win or loss as a group

2

Share the numbers / be transparent on sales

3

Invite a seller-doer to observe an interview rehearsal

4

Help a seller-doer plan his / her time for a week

5

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Conduct a strategy session for a future opportunity

6

Schedule a lunch-and-learn to plan for a client meeting

7

Create a repository for client meeting notes

8

Talk about sales in your staff meetings

9

Celebrate progress (publicly)10

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What does“right” look like?

When I focus on marketing, I never have to worry about

utilization goals.“ “

Rob

“Red Bucket Strategy”

What does“right” look like?

Feedback

Send me an email, and I’ll send you an electronic form

wally.hise@hdrinc.com

What did you like?

What can be improved?

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Let’s talk

Expectations and

compensation

Jen Newman, CPSM, CEO

Ignite coaching & consulting

Just Do it

Empowering Your Seller-Doers

resource

�  Compilation of interviews with 30 rockstar business developers across the US

�  Research focused on 3 questions:

�  What is the most creative, successful and positive technique you’ve implemented to get your seller/doers to do more BD?

�  How has business development been measured in your experience? Is there a better way?

�  How has your firm elevated, promoted, or showcased rising BD rockstars?

Education & Training

teach a man to fish ….

Building a curriculum

� Mixture of lecture and hands-on activities

� Multiple sessions

�  Encourage participants to put new skills into practice between sessions

�  Share successes, setbacks

�  “Buildable” topics and skills

sample modules•  Basics of Business Development, maximizing Client

Relationships from Behind the Desk

•  Developing Your Personal Business Development Plan

•  Client Capture Plan Workshop

•  Relationship Development 101

•  Productivity 101

•  Market Research

•  Networking 101

•  reference full list in workbook for additional ideas!

the case for developing in-house

Creating from the ground up:

o  Foundation is everything, but start at the top

o  Don’t go it alone

o  Know your people, know how they learn

o  Start from the basic formula and fit it to your team

o  Benefit: in-house expertise established

the case for developing in-house

Basic steps

1 – Marketing

2 – Discovering

3 – Studying

4 – Winning

5 - Doing

Marketing Discovering Studying

Winning Doing

the case for developing in-house

Working with systems in place

•  Understand the history

•  Collaborative approach to

changes

•  Simplifying is always better

•  Changes in the marketplace

•  Changes in generational

approach

•  Benefit: in-house expertise

established

the case for hiring outside help

�  Objective, no perceived bias

�  Able to question status quo

�  Introduce new ideas, broaden thought process when developing curriculum

�  Easier to get participants outside their “comfort zone”

things to look for•  Work in tandem with firm leadership and

marketing/BD to create firm-specific program

•  Understand AEC, how work is won and delivered

Gaining Buy-in & Engagement

convincing firm leadership

Determine metrics

�  Work with accounting / finance

�  Identify KPIs key to your firm’s financial success

�  Add other categories to measure client outreach, engagement

Start with the numbers

�  Build the case for better efficiency

�  CFO is marketing’s BFF

�  Everything is measurable

�  Get beyond hit rate

�  Follow up and FOLLOW-THROUGH

Start with the numbers

�  Craft a plan with realistic, implementable strategy

Timeline for Implementation

Duration

Participants

Budget

Roll-out

Location(s)

Engage firm leadership

�  Start with your advocate

�  Consider different roles needed for buy-in for success, pitch based on benefits to them (owner, approver, enforcer, coaches, etc.)

�  Get to the top quickly

�  Look at the long run (motivation/recognition parameters)

Build excitement at the roll-out

�  Match your company culture with the roll-out

�  Kick it off in a big way

Motivation & Recognition

anyone up for a friendly competition?

Establish program early

�  Test run it

�  Use focus groups

�  Use your network, get an outside perspective

�  DO NOT RUSH IT, if it’s not baked on schedule, keep cooking it until it’s ready

Match the program to culture

Monetary•  When, how much?

•  Who gets credit?

A WORD OF CAUTION:

Rarely is business development done by a single person’s effort

Recognition•  Personal

•  Team level

•  Corporate

Promotion•  Is there an expectation of

promotion?

•  Is it an important path to principal / ownership?

Stick to the program

Consistency

Level playing field

Reward or not for “close enoughs?”

Table exercise

timeframe: 30 minutes

then share with group

What are the benefits to your firm to create a seller-doer training program?

What are the challenges to creating a seller-doer training program for your firm?

CLOSING THOUGHTS