From the BIM-pit: Getting it Right!

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!

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?”