The Savvy Presenter

Great Teams Can Implode. Are there prevention measures?

2012-03-07T10:25:00.000-08:00

You may be working with a great team – the project is moving along, the firm is hanging on in this economy, the staff has good rapport, stakeholder relations are positive – so what could go wrong?

Even the most positive and productive teams can run into roadblocks that can disrupt performance and attitudes. Sometimes these negatives can actually dismantle progress and cause the entire effort or the entire group to collapse into non-productive mode.

What do teams need to stay strong and move ahead? Here are top tips:

1. Team culture requires a common vocabulary.

Make sure everyone is on the same page by establishing common understandings for terminology, expectations, and the decision-making process. If certain words are often used, if individual members rotate on and off the team over time, if particular processes or approaches are part of the team culture but not everyone knows what they are, the team cohesiveness can actually break down.

It is helpful to start selected meetings with a review of certain terms and procedures, to prepare an inhouse glossary or even conduct a periodic mini-training seminar to prevent misunderstandings and clue-in all team members with the objective to strengthen commitment to the team goals through communication.

2. Adjust definition of team success.

Success for a team is NOT just about getting tasks accomplished. Winning teams need three components: tasks, process, and relationships. The tasks are the jobs, the “what” we do. But, there are many ways to get the job done. Winning teams see a bigger picture that includes not only tasks, but also process; process is how we do it.

The team bonds and strengthens by engaging in discussion about options and approaches to best accomplish the task. The activity of soliciting and evaluating information and ideas can unify the group and encourage buy-in for the agreed-upon solution.

Beyond tasks and process, teams must focus on relationships. The formal and informal connections between team members affect how willingly and earnestly each person contributes to achieving the goals of the project, firm, meeting. If team members are uncomfortable with the group, feel “left out”, or simply show up at meetings because they are required to do so, the entire team is affected. Focus on building quality relationships among team members so each participant is motivated to contribute to the process and follow-through on tasks.

3. When failure arrives, get back on track.

Failure? Don’t punish, don’t reprimand, and don’t panic. Two tactics become important to resurrect a team that experiences failure, defeat, or insurmountable obstacles. The first is the hope tactic. Whether your position is team leader or member, you can take the initiative to infuse the entire team with positive attitude. Familiar, even cliché phrases are important when delivered with energized voice and motivational spirit: “We can do this.” “Let’s just concentrate and work even harder.” “We are success driven – we will succeed!” “We’ll get through this and then we’ll be in good shape.”

Is hope enough?

No! Hope must be coupled with tactic #2: an action plan. Channel energy into a practical, realistic, step-by-step plan for improvement, mapping out specific tasks, focusing on cementing the team’s quality relationships,and establishing do-able timeframes. Create short-distance milestones that focus on “graspable” achievements – keep up morale and move the team in a new, highly focused, repaired direction.

Start with these three tips to keep your team from imploding. Prevention is worth the effort!

If you would like coaching or a seminar on this topic (or other presentation topics), contact jlinowes@lxdi.com.

Move from “know it all” to “learn it all” : The Art & Magic of Asking Questions

2011-12-01T17:46:00.000-08:00

Often we evaluate the effectiveness of a project manager or principal by how much they know about a project, client, or issue. We expect them to be up-to-speed, invisibly and magically knowing all – and making decisions based on that omni-knowledge.

But we might take a new, fresh approach to evaluating level of knowledge, based instead on how effectively this decision-maker becomes informed. Key information does not just surface from unstructured conversation or some vague questions such as “how’s the project going?” or “what do you know about this client?” Quality information results from asking quality questions. Project managers and principals need to sharpen their skills in the art & magic of asking questions^sm

The“art” of asking questions is in knowing what question structure to use with which personality type. The “magic” is in phrasing each questions so you get the results you seek. Here are the basic guidelines:

1. When you want fast information in “survey” form to gather facts that can make statements, proof, or statistics, ask a yes/no question. The only answer you want here is yes or no.

a. Examples: did the project get permitted on time? Are the safety precautions in place? Have the engineers and construction manager been informed?

2. When you need specific details, not explanations, that result in hard facts, ask a “what”, “when”, “who”, “where”, or “how many” question. The result is not intended to be a discussion, but rather a discreet bit of information. The only answer you want with this type of question is the fact.

a. Examples: How many change orders did you have to process yesterday? Where will the next team meeting take place? What are you likely to find when you arrive at the job site?

3. Perhaps you need to be informed quickly on a topic/project/issue. Perhaps you have little or no background on a situation and yet you are expected to be knowledgeable. Perhaps you need to know how to prepare a proposal but don’t have all the pertinent information. In cases where you need to allow the other person to educate you, ask open questions that encourage the other person to do the talking. These questions begin with “how”, “why”, “tell me about”, “please describe”.

Here’s the magic: the way you ask the question will determine the reply you receive. So if, instead of needing facts, you need explanations and discussion, you would ask the same content with a different question structure. The best choice of structure reflects what you need to know.

Examples:

1. Survey info gathering = yes/no:

Did you process any change orders yesterday?

Fact seeking = need discreet bit of information:

How many change orders did you have to process yesterday?

Background/information seeking = need explanation = open question :

Why did you have to process change orders yesterday?

2. Sometimes you will need to set-the-stage before you want to ask the discussion question. In that case, you “lead-in” to the question with what you know or your clarification. This helps frame the question for the respondent.

Survey info gathering = yes/no:

Are the maximum safety precautions in place?

Fact seeking = need specific bits of information:

Which safety precautions are in place?

Background/information seeking:

How will the safety precautions you put in place maximize safe conditions for the neighbors?

Lead-in/clarification:

I heard of recent incidents with kids climbing the construction fences at night. The Daily Gazette had a story on page 4 last Thursday. We have the finest safety record of any firm in the region. The police chief has some concerns and we need to put those concerns to rest. How will the safety precautions you put in place maximize safe conditions for the neighbors?

The key way to “know it all” is to ask for information. Asking specifically structured questions will affect the level of information you receive. It is not enough to just ask -- ask with intention.

From the BIM-pit: Getting it Right!

2011-11-15T13:11:00.000-08:00

Presenting ideas effectively is a valued skill, one which affects the success of every business interaction. Whether you are presenting design ideas to clients or policy to staff, you are best able to move them to make a decision, to take action, or to remember key information if you remember to: focus their attention, use their time productively, and present remarks concisely.

Design meetings require particular attention to precision in communication because of the need for time efficiency and the focus for decision-making. Design presentations using BIM require an intentional approach, customized specifically for the blend of media and materials and person-power in the room.

In the BIM-pit, there is a particular meeting structure that works efficiently, fosters solid understanding, and reduces frustration for all parties. BIM tends to put the focus of meetings on the technology – with the “wow” factor taking center stage. Eclipsed by “techy” vocabulary and the images on the screen, the ability to make decisions is getting clouded.

Think of the BIM meeting in module format:

1. Establish a common vocabulary. The world of BIM has its own lingo, and it is not quite standardized. Phrases and descriptors are invented to explain what the technology makes possible. Clients are likely not up-to-speed with this terminology, so don’t assume they will be able to understand what you or your BIM tech are talking about. Best to prepare and distribute your firm’s own glossary so you can build a common vocabulary.

2. Confirm understanding. At the outset of the design meeting using BIM, make sure each decision-maker can paraphrase the issue and the project’s progress to date. This is best done in seemingly casual conversation without the use of any technology.

3. Explore options first in conversation, then introduce the model.

Take the time to create rapport, chemistry and understanding by discussing ideas, design approaches, issues with conversation and perhaps boards or hand outs.

4. Introduce the model before you show it. Explain in simple, direct language what the animation will be demonstrating. Explain in advance what people in the room will see and what elements to look for.

5. View in silence. Play the animation after the explanation.
It's helpful not to talk over the animation so
viewers can concentrate best without being
distracted by ongoing narration. If you need to explain more, stop the animation.

6. Make the decision face-to-face. When it comes to making the decision as to how to proceed, turn off the animation, turn on the lights, and have a fact-to-face conversation, complete with eye contact and paper-&-pencil note-taking.

A meeting in which the BIM image dominates the room and steals attention must not take precedence over valuable interchanges among meeting participants. Because the model is only a technology tool, using BIM
requires that you foster a meeting process that encourages effective information exchange.

Uh-OH! Wasn’t Expecting That!

2011-11-15T13:05:00.000-08:00

Marketing communications is an artform, not a science. Therefore, you can put everything in place and still not be assured of the desired outcome! There are times when even with careful planning and preparation, a new, disruptive element flies into the mix, spoiling the effort. There are times when we wish the situation had ended up as a reliable marketing initiative, but instead ended differently.

In working with an ENR top 300 design firm, I collaborated for weeks with the Marketing Director for the design and preparation of a particular, key marketing moment. Everything was carefully planned. The same afternoon after the incident, I heard back from the Marketing Director what really happened!

Strategy: Marketing over Lunch

Goal: To establish a professionally friendly connection in order to begin a relationship between the two firms.

Setting: A professional luncheon meeting, round tables of ten.

Preparation: Planning for various ways to ask the “right “questions to start the conversation, tips to encourage discussion on pertinent topics, ways to move the conversation from personal chat to opportunities for finding out what work is upcoming, how to subtly drop-in impressive tidbits about our firm, ways to spark interest in knowing about our firm.

Implementation: Knowing that the contact person from the targeted firm was at the same luncheon event, the well-prepared marketing director worked the room, found him at the networking hour, and engaged in usual casual chit chat. They decided to sit together for the lunch. Step one, complete. Step two, the conversation over lunch, was lively and enthusiastic. The marketing director asked and listened, the prospect talked. And talked. And talked. It was a very pleasant , friendly lunch. At the conclusion he said, “Nice meeting you. Goodbye.”

Oops! What went wrong? A major disappointment. The goal was not met. The Marketing Director came away with nothing but a pleasant chat hour. Nothing to move the connection forward, nothing to build on. Why? The prospect clearly was not thinking “connection” but rather was merely filling time with a pleasant topic. He did not even ask for the Marketing Director’s card. And, no matter how the Marketing Director tried to direct the conversation, the prospect kept on his topic -- he spent the entire conversation bragging about his wife.

Result: Back to square one.

What to do: Don’t wait til you get back to the office to drop back to square one! Of course, there is no one right way to fix this situation once you are in it. But what is a good way to move from the non-productive talking to focused conversation? Phrasing is key, choosing smooth wording and tying the two different topics together. One technique might be to not-so-subtly say something concise and strong like, “Your wife sounds like an accomplished person, I’d like to make the connection with her – here is my card. (don’t take a breath here!) You both might be interested in that what I do is . . . . (don’t take a breath here, either!) How is this function handled at your firm?”

Playing Two Roles: "Do-er" and "Seller" -- Are You Ready?

2011-09-06T05:00:00.000-07:00

How Well Prepared Are You To Keep Up With Your Firm’s Business Development Goals?

Firms are expecting project managers, associates, and principals of every discipline to help in the process of bringing in new business and capturing repeat business. This reflects today’s emphasis on the “seller-doer”. Yet, how effective are the “doers” at being “sellers”? What does it take to send the doers into the uncomfortable world of sellers? Are doers armed with the right tools, attitude, and approaches that maximize their time and energy?

It takes some new skills and real effort to step up to the task of being both doer and seller. And it can happen in every interaction! Every time a doer speaks with a client, prospect, decision-maker or stakeholder, the opportunity leaps out to make the impression that counts, to spark interest in your firm’s services and expertise. The doer, while in conversation, subtly becomes a seller. A subtle seller is a comfortable role as it is really an ambassador. An ambassador represents the firm reliably and smoothly.

To move from doer into the seller and ambassador role, here are three key things to know:

1. Become familiar with the projects and pro bono activities the other departments/disciplines in your firm are doing – especially the projects that won recent awards, are high profile, or have owners who are distinguished in the community. Be aware of a few simple facts about each project, such as who is the project manager, size (dollars or square feet), the special or distinctive features your firm contributed to its success, why it is important to that community or organization. When you can entice others with information on skills and services in areas beyond your own expertise, you are engaging in “cross-selling” – and the value of your conversation has doubled!

2. Shift your talking style from doer to seller. When asked what you or your firm are working on, resist the temptation to tell all you can think of. Keep your reply to 2-3 sentences – and have a public relations approach. Focus on what is a feature of a certain project, a highlight of your process, a comment the owner or end-user shared with you or the team that was motivating. The doers want to talk about all the things they are doing. The sellers, however, want to both ignite interest and learn where opportunities may be hiding. So, after a succinct and very interesting description of what you are working on, turn the conversation around and get the other person talking about their plans, ideas, vision, etc.

3. Get that “ambassador” attitude – the ultra-positive mindset that you bring into every networking event, meeting, conversation, wherever you are meeting clients or prospects. This attitude is the one that makes people want to do business with you and your firm; that reinforces your ability to see potential in every challenge. No matter how you really feel, when you are an ambassador for your firm as well as for your own skills, your verbal and non-verbal messages are carefully intertwined to portray that you love your work, your firm, your life! People want to do business with positive people.

In this economic climate that seems to be hanging on, the doer-seller dual role continues to be even more popular in every firm. When you add a few simple, new techniques to your daily conversations and meetings, it is easier for you to help your firm work towards its business development goals.

Stage Fright: Joanne’s Frequently Asked Questions

2011-09-01T06:15:00.000-07:00

What tips seem to work most often?

Stage fright happens at three different times.

1. In advance, when you are preparing your presentation:

a. Procrastination is a form of stage fright, just in advance. Procrastination not only does not get the presentation written, it also does not get rid of stage fright. Just sit down and get the content written and move on to what you need to do next to get the presentation done.

b. It is HOW you put together the presentation that helps eliminate stage fright both in advance and later while you are presenting. If you have control over your content, you will not feel as nervous or worry about forgetting.

i. Use a format or outline that you feel confident about

ii. Select visuals that both capture the interest of the audience as well as remind you of what you need to say

2. On the day of, while you are waiting for your turn to speak:

a. Practice the opening 1-3 sentences in your mind so you know you can get up and start speaking with confidence.

b. Hold your body with good posture and strong body language. Look confident, even before you get up to speak.

c. Take notes on what the preceding speaker or introducer is saying. Just the act of writing helps you use your nervous energy.

d. Approach the speaking spot (podium or front of room or whatever) with strong, confident strides. Stand and walk tall.

3. While you are speaking:

a. Notice when stage fright hits you. Tell yourself you are in control.

b. Do not tell the audience you are nervous. That might make you feel better, but it makes the audience aware that you are nervous and makes them feel sorry for you.

c. Use strong, dynamic hand and arm gestures while you speak. This uses your nervous energy and keeps your body from the jitters. Tense your arm and hand muscles.

d. If you lose your place, just finish the sentence quickly, skip over that part you can’t remember, and get to the next part you feel confident about or remember.

What are the main symptoms of stage fright?

Stage fright presents itself differently in different people. It ranges from invisible where the audience cannot tell if someone is nervous, to complete collapse by the speaker where the audience feels sorry for the speaker and they all wish it were over and done with!

The most common symptoms of stage fright are:

blanking out and forgetting what you are going to say, sweaty hands, coughing while you are speaking, shaking hands and shaking knees, feeling like you are going to faint, laughing while you are speaking, stuttering or stumbling over words, reading your notes when you really know what you are talking about, halting or slow voice, not being able to see the audience even though you are looking straight at them, not looking at the audience at all, holding onto the podium with tight fists for “dear life”, walking or pacing too much while you are talking, talking too fast, talking too slowly, not being able to sleep or eat the day of or the day before, sleeping or eating too much the same day or day before, generally having the jitters or a nervous feeling all day and during the speech, avoiding writing and preparing the presentation, procrastinating the preparing or rehearsing, rehearsing too much or rehearsing too little, . . .

As you can see, there are so many symptoms – and each person can have several of these simultaneously or can always have the same one symptom each time.

What main advice would you give to somebody who suffers from stage fright?

You CAN manage your stage fright. You will never quite rid yourself of it completely – and that is good. If you get nervous, that means you really care about how well you do – if you do not care, you will not be nervous – and you will not deliver a great presentation! So don’t let it ruin your day, use the energy to propel you to greatness!

Presenting Ideas to Influence Decision-Makers

2011-08-15T11:05:00.000-07:00

Engaging decision-makers as you speak, sharing your information so they are informed and can take action, requires more than just the ability to convey your ideas effectively. If your goal is to engage, inform, influence, and get the results you seek, you will want to put into play three key techniques: structure, suitability, and “stick”.

Structure is about how to organize your information in a compelling way. Is it enough to have a good outline? Is it compelling to tell a good story? Is it attention-grabbing to relay a chronology or a process? Is it appealing to compare and contrast and share examples? Each of these structures has its advantages, and knowing when to use each is vital to your effectiveness.

Learn what will work best by doing your homework and sleuthing – find out your decision-makers’ preferred presentation format, what is the desired length of presentation or conversation, what is the listening-learning style (are they visual listeners? aural listeners? experiential learners?). Armed with individualized communication-style information, you can better structure and target your remarks.

Suitability. Decision-makers respond best to suggestions and ideas from people they respect and share the same values. Your job is to create the atmosphere that enhances this camaraderie. Intentionally set the stage so you are perceived in the way you think will have the right impact. Will your decision-maker respond best if you appear take-charge, no-nonsense? Approachable and welcoming? Solid, traditional? Cutting-edge and tomorrow’s leader? Trendy, modern, “with-it”?

How can you focus on being “suitable” so you get the response you seek? Make decisions about your visuals –style, color, design, types. Make decisions about your clothes – style, color, design, types. Select marketing and promotional language that stimulates interest. Use the vocabulary of the decision-maker’s organization, i.e., do they refer to problems, crises, issues, challenges, or opportunities?

Today, in business, the popular phrase is to “make the message stick”. How does this work in your presentation to decision-makers? Balance technical talk with conversation that paints a picture in their mind. Use few, carefully selected but very memorable visuals, including props. Speak in shorter sentences laced with succinct, dynamic phrases.

Decision-makers need your information in order to move in the best direction for their organization, department, or community. You can more emphatically help them see the value in your proposal or suggestions by being targeted and influential.

The Savvy Presenter: Reminder: Website address

2011-08-15T11:04:00.000-07:00

The Savvy Presenter: Reminder: Website address: "Have you visited the website lately? http://www.lxdi.com"

Reminder: Website address

2011-04-27T11:36:00.000-07:00

Have you visited the website lately?

http://www.lxdi.com

Don't Leave Home Without It!

2011-04-19T05:30:00.000-07:00

You are about to attend another networking event. You do this so regularly, it has become routine, automatic. You know how to ready yourself: plenty of business cards at easy reach, a few brochures tucked away in an inconspicuous pocket, pen and paper to jot down those workable contacts, and the right attire. Beyond these basics, how are you preparing? Are you preparing? What’s missing?

Don’t walk out the door until you are ready to make the complete impression that counts!

To maximize our effectiveness at every networking event, we need to prepare for how best to project our competence.

Demonstrating competence in a networking setting is unrelated to how competent we are in our job function. Rather, it is embodied in how well we can discuss what is happening at our firm or in our area of expertise. It includes selecting accomplishments, milestones, progress, visions, trends, policies – taking selected happenings (that might not seem so exciting on a daily basis) and making them newsworthy by discussing these items as news! It is how we discuss them that counts. Since the rule for chatting at networking events is to let the other person do 70% of the talking, we must carefully craft our statements to get the most impact in our time allotment!

Before we walk out the door, prepare targeted statements – at least two versions – one to use with people you see often or run into frequently at these events, plus one to use with “just-mets” or more casual acquaintances. Have two versions of these statements.

1. The “sound bite” – This is similar to what we might hear in a media interview – a statement of about 2-3 sentences that briefly encapsulates the essence of your topic and what is "newsworthy" about it. This “sound bite” needs to be carefully planned so you are engaging the listener with just the 2-3 points that make you and your firm shine. Brief and to-the-point, it provides a tidbit or two of good information that grabs the listener. The distinguishing feature is to guide the information away from yourself and express it so it is relevant to the interests of the listener.

2. The “education” – When we are ready to engage in a real discussion on our “news” topic, then we need to be prepared with substantive information, not just conversational descriptions. The “education” is a good paragraph, seemingly casual but actually tightly planned! it contains the classic who, what, when, where, and why, with the added distinguisher of what we will be doing about it, going forward.

By structuring and practicing what we will say, we will project our competence in a subtle, understated way. It is not so much about promoting ourselves or our firm’s accomplishments, but rather planning before we walk out the door to ensure the information is engaging and makes the impression that counts.

Enhance Your Presentation for the Win!

2011-03-09T22:13:00.000-08:00

Key elements that enhance the presentation to make it a “winner” :

Attitude. When you are presenting for the purpose of winning work, you are in “sell-mode” and you become energized when you psyche yourself into that mindset. We are not talking about pushy, harsh sales pitches or the rah-rah of over-zealous salespersons. With the understated “sell” attitude, each presenter demonstrates sincerity and concern for the success of the project, for the pleasing of all stakeholders.

Language and voice, together. We all recognize the importance of choosing the “right language” and a using a confident voice. So, during rehearsal, really listen. Listen carefully to the word choices and vocal emphasis of the other presenters. Does the project manager really make his/her approach to the job

sound important, with results beyond expectations? Is “on-time-on-budget” just a slogan or is it a driving force that propels the principal-in-charge or PM to achieve at a level of excellence?

Team! The real messages about team compatibility and comfort levels are expressed non-verbally and with subtlety. What do the body language, tone of voice, word choices say? Do the team of presenters share the same “work vocabulary” in discussing issues and problem-solving approaches?

Does there appear to be respect for each other, especially during the question-and-answer section of the interview?

So You’re A Consultant Now? Hints for Getting Up and Running in Your New Role in Today’s Economy

2011-02-17T17:38:00.000-08:00

If you are finding yourself working for yourself, short or long term, by choice or not, you need to get in gear so you can be a viable consultant. Here are the 5 basics:

1. Define your skills as services a prospective client needs.

Rather than thinking of what you can do and what you have done, remove that resume mentality and start thinking like an entrepreneur. Turn your thinking around so you see your skills as a service you can perform to help a client be more effective at their work. Think of your abilities as a sort of "product" that you can sell.

2. Set up your workspace, contacts, and resources.

Just because you've decided to hang out an "open for business sign", doesn't mean you're ready to roll. Set up a real, defined workspace. If you are working from home, create a place that is your "official office" -- even if it is one section of the dining room table. This space should not be violated or invaded; this is YOUR separate and personal workspace just as it was at your former employer.

Gather names:

All your contacts, resource persons, vendors, professional organizations -- everyone you ever knew -- these folks are your network. Be methodical about putting these names in a usable form -- excel spreadsheet, email distribution list, index or rolodex cards (for those old fashioned types), phone contactslist, and even subscribe to a service in "the cloud" such as Constant Contact. The important thing is to keep every contact you ever had while working -- this is your database.

3. Create an appealing “brand” and identity.

Do it yourself or hire someone, or even barter services -- but get a business name, an image, a brand, and a "look". Start getting known and being readily identifiable. And get business cards with this look -- there are plenty of online or instore places that will help you design and inexpensively print cards, letterhead, or whatever you need.

4. Choose suitable marketing approaches to get the word out.

Don't be shy -- proudly promote the new you -- the consultant! Create your own marketing campaign with a 6 month timeline and go for it! Decide on a number of techniques and use them, including in-person strategies such as attending meetings, joining committees from your new consultant role, and volunteering.

5. Say the “right thing” at the right time.

Get your "elevator speech" perfect. In fact, create a couple different versions so you have a ready statement for each type of service you offer or each type of client/market you want to serve. Have two lengths -- the quick one-liner and a longer description that is dynamic and concise!

Becoming a consultant can be fun -- it may be a new life and it may be only until you find a job within a company again, but let the entrepreneurial spirit carry you enthusiastically into a new world of doing business.

Got Training?

2011-01-19T13:23:00.000-08:00

Your firm’s inhouse training program can be very effective in providing courses in technical topics, human resources information, presentations, and IT software – personnel will be trained and the professional development program will be evaluated as being successful.

Building skills is, of course, the essential reason to run an inhouse training program. Excellent professional development efforts not only provide required CEUs, but also keep your personnel up-to-speed, sharpen their problem-solving and decision-making expertise, and provide an important perk for attracting and retaining professionals who deliver excellent client service. So, what’s missing?

Take advantage of the time individuals spend in a structured learning setting and focus on how training can deliver something else. Firms that want to maximize the contribution that each employee can make to the growth of the company, need to view training with a broader agenda. Each course you conduct, each lunch-and-learn you offer, each seminar you present allows an often overlooked opportunity – the forum for promoting your firm’s vision and corporate culture.

The best inhouse training programs blend big-picture thinking with practical applications. The big-picture includes infusing staff with the corporate culture – subtly. Maintaining and promoting the vision means planning courses and seminars that dovetail directly with the firm’s business plans. When you assess needs and set quality standards, match your decisions with your vision for the firm in the next five years, not for the next big job. Integrate the vision into all instructional sessions – weaving in messages that reinforce the firm’s mission, greater goals, and philosophy.

The key to spreading the vision-message is to educate all inhouse instructors in how to integrate corporate culture into their technical, HR, marketing, and IT subject matter. Formal train-the-trainer seminars work, as well as informal discussions among principals, senior managers and instructors. Provide a forum for discussing ways to incorporate the global objectives and growth-thinking into ongoing continuing education efforts.

Expand your training goals. Allow professional development to include the firm’s broader ideas so design professionals at every level develop an even greater commitment to helping the firm build its reputation and achieve its growth goals.