Leadership Archives

Creating a Service-Driven Culture

January 25, 2023 by Jim Rogers

Steve Osborn, P.E. Founding Principal, CE Solutions

One of the 44 executives I interviewed for the book, Steve Osborn, Founding Principal at CE Solutions, Inc., discussed how he has created and continued to sustain a service-driven culture within his company. This post is an excerpt from my interview with Steve.

Jim: What do you do within your firm to instill your values within your employees?

Steve Osborn: I’ve been lucky because I started the firm from scratch by myself and have been able to grow it organically. The hiring process is probably the most important thing we do since we’re a service provider. It’s important to have that culture — that foundational philosophy and those principles instilled in people when they come on board here. Our recruiting process is very intentional.

During the interview process, we talk a lot about what our firm is like, what’s important to us, what our foundational principles are, what our brand attributes are, and how we deliver service. We can tell by listening to people if they align with us. We look for the character values and attributes that we want. We’ve had really good success with that.

We create a lot of opportunities for those individuals to grow quickly. We involve them in client contact and give them all the responsibilities of project management upfront. The only thing that they don’t have is experience — but they have all of the other qualities that we’re looking for in a strong project manager. So we allow them to manage their own projects under the supervision of an experienced senior professional.

They can then be responsible for their work. We develop and prepare them. By the time they’re ready to take their PE exam, they’re very comfortable, prepared, and have a high success rate of passage. Then they get their own projects and fly solo after that.

Our clients have complimented us on that approach. They think it’s pretty unique that we give young individuals that many opportunities at an early age. They enjoy working with them as well. The young professionals are the point of contact, but they know they’ve got the senior guy next to them. Our young people get excited about that opportunity.

Perseverance Builds Confidence

January 18, 2023 by Jim Rogers

One of the 44 executives I interviewed for the book, Laura Wernick, AIA of HMFH Architects in Boston, shared her experience building confidence as a seller-doer. This post is an excerpt from my interview with Laura.

Jim Rogers: The middle game of business development is the hardest part of this, in my opinion. If you can think of a time when you first took ownership of that middle phase and led a potential client or a potential project through to fruition – how did you learn how to do that?

Laura Wernick: I don’t think my path was a particularly easy one. I can remember very clearly talking to a potential client and then feeling very crushed when we weren’t shortlisted for the project. But maybe what I did is a useful tip for others. I followed up and said, “Geez, you know, I was disappointed. I was excited about this project.” And I remember very clearly the person saying, “Well, Laura, you’re a nice person but you seem kind of awkward. And I wasn’t always comfortable talking with you.” Whoa, that was a tough one.

Jim Rogers: Wow. Unvarnished honesty there.

Laura Wernick: I was trying so hard – And it can take a while for many of us to be comfortable, to find ourselves, and to speak as ourselves. You’re trying so hard to be this perfect salesperson that you’re not perhaps perceived as being genuine or true to yourself. It was a bit of slow learning perhaps. It takes a little while and maybe some maturity for many of us to become ourselves.

It’s hard to be a good marketer if you’re not comfortable in your skin and comfortable with who you are. I think that’s something that people can learn – And it takes time. It takes encouragement, trial and error, and learning what your natural voice is.

Jim Rogers: Trial and error yield wisdom and confidence.

Laura Wernick: Absolutely.

Jim Rogers: I think it takes care of itself over time. You can’t just tell somebody, “Don’t be nervous when you’re talking” – It doesn’t work.

Laura Wernick: I believe the key to all business development is being persistent over time, trying to learn from your mistakes, and sticking with it. That’s always the hardest thing because often the gratification is long delayed. When you finally make that sale and close a deal, it’s a wonderful feeling, but there are a lot of dead ends and sowing a lot of seeds before that final contact can be made sometimes. And I think that persistence and sticking to it is really hard.

Jim Rogers: Beyond just building the gravitas and confidence that comes with experience – Was there anything that you did intentionally to study some of the skills that you needed to acquire? Such as training or finding the right coach or mentor to help you learn and develop those skills.

Laura Wernick: I was always looking to others as role models. Fortunately, one of my partners loves doing business development, and it always helped me to talk, connect, and ask questions. I found that partner to be my greatest role model. My greatest learning technique was seeing others do it and then doing it myself over time. You become more sophisticated in how you spend your time, what works, and what doesn’t work for you. I’m very active in a range of professional organizations now, and when I see other people, I study how they reach out to people and what they are involved with. That’s been my pathway – Learning from my peers or from people who have been doing it for a while. I study their approach and what works for them – And then try to make it work for who I am.

The Importance of Exceptional Client Service

January 11, 2023 by Jim Rogers

One of the 44 executives I interviewed for the book, Steve Osborn, Founding Principal at CE Solutions, Inc., spent the most time talking about what it means to deliver exceptional service to clients — and how that helps you build your business. This post is an excerpt from my interview with Steve.

Jim: Steve, you’ve been very methodical and intentional about what you do to ensure your folks deliver great client service. Could you tell me about that?

Steve Osborn: Absolutely. Happy to do that. The idea behind starting my firm 19 years ago was based on four foundational principles: strong relationships, mutual respect, integrity, and ethical practice. It’s how we operate and make decisions daily. It’s how we have grown the business and determines everything we do, from the hiring process to who we do business with – I’m very much a relationship person. I’m very interested in the business of the business, as well as the profession of structural engineering that we serve.

As a result of being a relationship person, I’m also a very caring person, and I want to be able to take good care of the people that entrust us with their projects. I can’t over-emphasize how important real effective communication is in our business. It involves keeping our clients informed of the progress that we’re making on their projects regularly. I don’t like when our clients have to contact us and ask about the status of something. I like being proactive in keeping them informed. It’s important to me that we hire people with similar characteristics because I feel those are the kind of things that are difficult to teach someone. It’s also about doing business with people we know and trust — people who care about and respect us as well.

Jim: Can you give me an example?

Steve Osborn: Sure. We’re proactive in terms of providing regular updates on the projects. Before they ask, we give it to them. We get nice feedback and are complimented all the time about that. Clients say, “We always ask that of somebody, but we don’t always get it.”

Another good example is the level of completeness of our documents. We produce and deliver them in the timeframe that we promise. We get complimented all the time about coming to progress meetings which are intended to discuss 50% completion, and we bring documents that are 75% complete. The clients notice that.

Another thing we’ve done is deliver projects ahead of schedule. We’ve delivered projects two to four weeks ahead of schedule — and sometimes when we’re prime, it allows them to put it on an earlier bid letting. In one case with one of our institutional clients, our project was scheduled for a bid letting towards the end of the year, so it was jammed. They had a lot of projects going on in that bid letting, so they were worried about getting good competitive pricing. We were able to deliver the project several weeks ahead of time, which put it on an earlier letting — which had less competition for projects going out. As a result of that, they felt they got better pricing.

Jim: That’s a great example of an outcome a client gets from that kind of service.

Steve Osborn: In a follow-up, even the client commented when we did that. They said that this is unheard of. They had never experienced that before with somebody, so I felt like it set us apart. It was kind of surprising that nobody has done or offered that. I remember them specifically saying, “Nobody does this. This is incredible.” It was a nice thing to hear.

I tell my staff all the time — “You never know where your opportunities will come from. Just go out there and be sincere. Be yourself. Don’t be shallow. Don’t be artificial. Don’t just go through the motions. You have to be real. You have to be who you are.” That’s why we consider those characteristics during the hiring process. We try to hire people who truly care.

Drawing Younger, Less Experienced Staff into Marketing & Business Development

December 21, 2022 by Jim Rogers

One of the 44 executives I interviewed for the book, Laura Wernick, AIA of HMFH Architects in Boston, discussed how to support younger, less experienced staff in developing their networks and becoming involved in marketing and business development. This post is an excerpt from my interview with Laura.

Laura Wernick: It’s important for me to bring in opportunities or connect younger people in the office to help them build their networks. I’m often doing that initial introduction within the firm as a way of helping and then providing those leads to other people in the office.

They can then develop their networks and become marketers and business development people on their own. So that’s another end of the spectrum — making sure that others in the office have the opportunity to build networks and develop their prospects.

Jim Rogers: How do you know when people are ready to be more involved in business development?

Laura Wernick: I think some people are naturally inclined towards business development. They feel comfortable being introduced to people. They feel comfortable carrying on conversations and pursuing potential clients. So sometimes, it’s obvious.

There are other times when you’re trying to develop a person who may not see this as their forte, but you want to help them grow. So that’s probably the more challenging thing. That’s a little bit more of a push-and-pull situation. And I think it’s a gradual process.

The first layer is just getting them out to meet people in professional organization environments or community events and seeing how they respond, while providing feedback and encouragement. Hopefully, you’re able to push them into other situations and see how they respond at each level. Most architects are not inclined to do business development. They’d much prefer to sit at their desks and solve problems — solve the specific problem that’s handed to them.

So I think it’s about encouraging those with that natural inclination and giving them opportunities. And when do you know? I think that when you’re working with younger people on projects, on actually doing the design and following through with a project, and you see how they’re relating to the clients that they’re working with on a day-to-day basis — you begin to see those who can easily interact with their clients, lead their clients, and gain the confidence of their clients. So you know that those people are going to do well in the larger marketing environment. It just takes some encouragement, support, and opportunities for them to do well.

For other people, I think you just have to keep nurturing and nudging and building them up over time. And ultimately, not everyone will be able to do it easily. So you want to just help people to rise to their greatest potential.

Everybody has to be doing some level of marketing and business development; some people will do well at it, and others will just participate.