Innovate! (last session of SMPS Build Business 2012)

Innovate! (last session)

Susan Murphy – moderator

Carolyn Ferguson – President, WinMore Marketing Advisors

Bernice Bako – Director of Marketing, Turner Construction Company

Ed Hannan – Principal, HannComm

Mike Reilly – Principal, Reilly Communications

Julie Luers – Director of Marketing, HGA - Architects and Engineers

All panelists were moderators for the Creativity, Promotion, Position, Respect, Differentiate sessions.

Innovations don’t have to be huge. Think of Walt Disney – he saw that the straight lines we wait in exacerbate the sense of waiting. He figured out that if you curve/snake the line and provide some entertainment, people won’t feel like they’ve been waiting in a long line (even if the wait time is 60 minutes). Little innovations can have huge dividends.

And on the other extreme are people who want to innovate the heck out of everything handed to them – even if it is working just fine.

And in another direction, how can you innovate with nothing? On Susan’s walk from her hotel to the conference every morning, she noticed all of the homeless people. They were incredibly innovative – about storing food, about keeping the pigeons out, about figuring out where to sleep. These were people with limited/no resources, being innovative out of necessity.

The best way to get innovative is to look around and notice other things that are innovative. Be inspired. Don’t dismiss things as being too superficial, silly, or ignored by others/leadership. If you USE it well, it is innovative.

What did the group/panel sessions learn at this conference, related to innovation?

Julie Luers – Creativity Panel

1)      Don’t force the need to be creative. Look at those blank moments where your mind is able to relax and rest. Those are the moments where creativity comes to the forefront. Chanel the times you wake up in the middle of the night and capture those “great ideas”. Your mind has been at rest, and is supplying you with good stuff.

2)      You don’t have to be clever. Clever can help grab attention, but so do good ideas.

3)      You need a blended team – the person who comes up with the idea needs others to kind of challenge it, and certainly to implement it, and others to review the value. If you all think the same way, have the same thought, it will be totally vanilla.

4)      (Susan) Be sure everyone knows who came up with the ideas. It is VERY motivational to reward creativity. You will generate MORE.

Mike Reilly – Promotion Panel

1)      A common problem in our industry if clients becoming more fee-focused. And a common thread was that each firm was sort of allowing the clients to do that. We are just conceding the point. So the innovations…

a.       Go out to the client to find out what would be the most memorable, valuable, innovative to them. For example, the firm met with 10 clients as a focus group to find out about the topic they want to know about, what questions to ask, and what they hoped to learn. Then they asked 500 clients in their survey: Is LEED still relevant? Controversial, engaging, simple. They will publish the results, and do speeches, etc. And their clients WANT the results they find out.

b.      Another firm has an interactive iPad. It is loaded up with whatever a person would need to talk to a client. And they let the client look around it at what is available, the YouTube videos, etc. The client is engaged, clicking on things of interest, and the firm person is learning what the client is drawn to, etc.

c.       Another firm interviewed students at a campus about what they liked (and disliked) about their library experience. It was the first video the firm showed in the interview, and they won the job. Client asks for the video repeatedly, because it gives them the end-user perspective of what they want from the project.

2)      Take something you’ve learned from outside the firm and bring it back. What would change?

Ed Hannan – Position Panel

1)      Think about how you position in everyday life. For example, where are you sitting in the conference room? And why did you pick that seat? Practical? Or psychological?

2)      Think about how you position yourself in your work. Do the job you have, work towards the job you want. Prove yourself in the position you have/max yourself out. If you are constantly looking for the next job, everyone will see it; you are not “present.” If you are a high performer in your current job, you will be given the next challenges.

3)      Clear is the new clever. Just be direct with the client. Don’t worry about the spin, because the proof will be in the results.

Carolyn Ferguson – Differentiation Panel

1. Think about relationships. Carolyn is all about building the relationships. She tries to know people, on a personal level, first. If she can’t identify what is different about herself, how can she identify what is different about her firm?
2. Build a memorable experience. [She is wearing jeans today and asking everyone to sign them. A memorable, personal connection with everyone in the room.] Build a memory – make it easy for the client to remember you, because they associate you with something fun, wonderful, quirky, whatever.
3. Be persistent. “The Fortune is in the follow-up.” It took 8 years with one client before Carolyn saw any work.
4. Have a goal, and have a plan. How many people are wandering around aimlessly, looking for a leader and a path to follow?  Just having the idea and a path, even if it ends up being the wrong path, is different.

Bernice Bako – Respect Panel

Respect is about who we are at our core.

1)      Being good at your job makes you bland. You have to be great at your job. Be passionate. Be amazing.

2)      Be polite, believe/trust, empower the people you work with. Your respect to others will flow back to you. Give praise. Give encouragement.

3)      Be vulnerable – open yourself to diversity, different ideas. Expose yourself to “the new, different, uncomfortable” of the world.

4)      Be a good partner. Balance your work with your personal life. Carry the leadership/power of work to home – they are your constituency every day. Give them the best of you, too, so they can easily respect you.

Audience members then shared innovations at their work, charities, and personal life. It was pretty interesting, but nothing I felt I would take home and implement (either at work or home). It was the kind of information that, given unlimited time and some munchies, would have turned in to an amazing tips/tricks exchange. I see some lunches in my future, to stimulate with colleagues these very conversations.

It seemed a fitting end-session for the conference. It was a nice summary of some of the insights and themes built throughout the previous three days.

• Juggling – tackle one ball at a time.
• Don’t ignore the little stuff; there’s potential innovation there.
• Keep doing what you’re doing, believing that the result will come. Because it will.
• Keep assessing and course-correcting what you’re doing, because blind repetition will just make you blind. [If you’re in a hole, stop digging…]
• And probably the most interesting common thread – be true to who you are. Be authentic. Be yourself.

I spent most of the past four days introducing myself as “Katherine Robinette. Yes, Frank’s Katherine.” I found that incredibly flattering – that Frank had spoken of me so often, to so many people, over the past year that people felt they knew me on sight. There was no slight in my mind. I felt immediately welcomed into this giant family of SMPS, because Frank has been telling stories about me. Frank and I are a TEAM, in the truest sense of the concept. We are different, we are complimentary, and we are ourselves. And the stories about me/us, reflected that. His public compliments and comments at the events were touching, sincere, and humbling.

And then, one person at this last session changed everything... I had sat next to this woman at several networking moments, and I knew her first name, and some of her thoughts/beliefs. I really wished we could have spent more time together because I thought we were very similar, and yet that I could learn a lot from her. She said to me… “I can hardly wait until we hear about YOU, not as “Frank’s Katherine,” or anyone else’s anything, but as Katherine. What you’re going to do… It’s going to be amazing.”

Wow. One voice. One comment. One game-changing moment. Thank you, Melissa Rysak, CPSM, for that. I am honored, humbled, and inspired. Curse it that you are on the East Coast and I am on the West…

And yet…

Bring it on, Monday.

Water the Bamboo: Thriving with Change (session)

Water the Bamboo: Thriving with Change (session)

Greg Bell

As impressed as I was by the keynote, I clearly had to attend the session immediately after...

Change is constant. You’re either in the middle of change, just went through change, or just about to go through change. Today will be a “high level” look at how to deal with change.

Session Overview

I.                    Getting the Most Out of Today’s Session

II.                  Three Types of Change

III.                Stages of Change

IV.                Leadership Model

V.                  Performance Model

VI.                Getting Key Team Members on Board with the Change

VII.              Personal Action Plan

I have to say, when I saw this session overview, I thought it was an incredibly aggressive set of items to cover. I was right. Mr. Bell had time to “touch” on each element, but not go into much depth. I understand the background of much of what he was saying from my own exploration/studies of management, inspiration, and building on strengths. Where possible, I have inserted my back-up info to further develop the point Mr. Bell was making. For most of the people in the audience, however, I think his presentation lacked the depth and explanation that would have made the information truly useful.

[Editor’s note: I have tried to differentiate where my background information supplements Mr. Bell’s salient point with the lead in of “Editor’s note” and the information in brackets, as with this sentence.]

How can you get the most out of today’s session?

[Exercise – Write something down – share with the person next to you; this helps to “cement” in your mind what you’re aiming to learn so you’ll know it when you hear it.]

Everyone is trying to get “there” – but what happens when you get “there?” Your “there” is now HERE. All you have is “here.” Be present. Luck has very little to do with how much you “get” out of the time, situations, and experiences you have. Being present, being focused, does.

A good strategy will get you all the luck you want. Picky eaters? Tell them dinner will be at 6pm, then don’t feed them until 7:30pm. They’ll be HUNGRY and will eat whatever you put in front of them. Pool players? Step away from the table – so you can see the big picture.

In our lives, our best friend is a great listener. They are “there” for us. They are present. We have it all backwards – we teach our children how to talk, but not how to listen. If you listen better, participate more, and are more present, you will GET MORE.

Ok, what if the question isn’t about the session, but about LIFE? How can you get the most out of LIFE? Just do this thing (whatever the answer you wrote) every day, and your life will improve. You will have higher quality.

Three Types of Change

Crisis – it happens suddenly: health, job changes, death in the family, etc.

Evolutionary – gradual change but it is transformative (cell phone to email to tweeting); baby to child to high school graduate; college freshman to Bachelor’s recipient

Visionary – this is the “down the road” goal. Understand what you care about. If you can’t herd ALL the cats, herd the RIGHT ones. Go deeper with fewer.

80/20 rule

• 20% of your clients will provide 80% of your business. Every CPSM learns this as part of their studies for the certification. But it is an incredibly powerful rule. It shows up everywhere.
• 20% of your clients cause 80% of your problems. [LOL!]
• 20% of your employees do 80% of the work.

Handle your business with this in mind – focus on the 20% that is productive, relevant, and helpful.

You only have so much time, money, and energy. You have to put these towards what is important. However, we are all kind and all helpers. And you say “yes” a lot. Learn to say “no” with a smile on your face. Shed away the stuff that isn’t working so you can focus. Our biggest danger is to become overwhelmed.

Three Questions To Facilitate Meaningful Change

(in your organization, your life, your firm, your family…)

1)      What should you stop doing? (no sacred cows)

2)      What should you continue doing?

3)      What should you start?

Look at your “to do” list and ask the first question (what should you stop doing). Remove one thing. Don’t ever put it back on your list. Now, you can move forward. [Editor’s note: That one thing was like a millstone around your professional/personal neck. If you are never going to do it, and yet you are looking at it every day on your list, you can never get around it or beyond it to what your true purpose is.]

The “truths” about managing change:

1)      Most people resist change because they feel more secure with the familiar. True/False – TRUE Try folding your arms the other way. It works, but it isn’t familiar. It doesn’t mean that it is wrong, it is just not familiar. You have to keep doing it. Think about getting the team to be in the same “groove” and not in “the rut.” About 90% of people have the same thoughts today that they had yesterday. If that is true, no wonder nothing has changed. Change the thoughts, and change will come.

2)      Stakeholders are less likely to resist change if they understand the reasons for the change. True/False – TRUE   It helps with buy-in. You have to explain things. People expect to be included. [Editor’s note: You do not take the “mess,” the behind-the scenes struggle to the dining room, however. You share the INFORMATION around the discussion. WHAT are you discussing? And what are the concerns? Not the politics, but the content of the discussion/change.]

3)      Too much information about the upcoming change will make people more resistant to the change. – FALSE. People are intelligent. They can handle the information. They can’t handle the “unknown.” [Editor’s note: And in the absence of any information, they will make stuff up. And what they make up will be ten times worse than what the reality is. Do you want them making stuff up? Or do you want them to have the truth?]

4)      Stakeholders experience and process change differently.  TRUE – if they weren’t at the retreat, they aren’t at the same place you are in their processing. Give them time (and opportunity, safety, means) to process the information about the change. [Editor’s note: You must also give them forums to ask questions, venues to find camaraderie and share their concerns about the change, and means to celebrate when milestones in implementing the change are reached.]

5)      The most difficult part of introducing change is dealing with the technical part. FALSE – it’s all people problems. [Editor’s note: Making the systems changes, or technological changes, or process changes is easy – tomorrow, you just do it in the new way. Sustaining that change over time is about the people, and how they continue to implement the new way every day, consistently.]

Stages of Change

In implementing change, understand that each individual will go through five phases. Some will move quickly through them. Some will stall out on one for a long time. And some will move back and forth through the stages as they experience their reactions to the various pieces of the change.

The five stages are:

1. Commitment or Acceptance – make a conscious choice to DO this thing
2. Pain and Discomfort – what if we got encouragement during the stage all the time, like we did when learning to walk?
3. Power – woo-hoo, you did it! A little euphoria.
4. Harmony – the change is no long different or change. It is habit.
5. What’s Next? – ready for the next challenge

[Exercise – reflect on a process/event in your life where you have gone through all 5 stages of change. Not something you’re going through right now, but you’ve completed it. A job change, marriage, moving, college, whatever. Think about each stage, what you were feeling and how you dealt with it. How did you get from one stage to the next?  Then share with the person next to you. Look at the similarities; not so much about the similarities of the facts (although this might happen), but about the processes used to get through each stage. What do you notice?]

Notice What is Similar About How We Experience Change

1. It is gratifying to have the conversation.
2. You are able to encourage someone who is also in the process of change.
3. There are lessons to be learned/shared.
4. 1+1=2 --- but Greg asked “what is the 1?” If you put one healthy female rabbit together with one healthy male rabbit, you could end up with a lot of rabbits. So, yeah, it isn’t the math answer. But it is the significance of the “one.” Moving through change means handling everyone’s interpretation of the effects of change on the “one thing” that has the most importance to that each individual. [Editor’s Note: There’s an old chemistry joke that goes “2+2=5 when dealing with sufficiently large quantities of 2.” Our reaction to changing one thing that a lot to us is FAR greater than our reaction to changing something about which we care nothing. Same change, different “weight”.]
5. When you embrace the change, it makes you stronger.
6. Commitment is empowering.
7.  Put both feet in, and I guarantee there will be pain and discomfort. Even if you WANT the change, it will be painful. And in the most pain, you have to ask for help/encouragement, etc. That’s when you and your team need the most assistance.
8. The beginning of the project is like a rocket. But once the momentum is going, it takes less energy. And then towards the end, you need another burst of energy to finish it.
9. You can totally identify with what the other person went through.
10. Everyone goes through a very similar process, regardless of what the change element was.
11. Teachable – just having these five steps to identify what is happening is comforting. Teaching it to others will help you learn it better, and will help your team move through it better. That is leadership.

Duties of the Leader

There are three key legs of the stool for a good leader to manage change.

1. A true leader starts with him/her- self. Think of the word “guru.” GURU; g-u-r-u.  (Gee, you are you.)  The best leader is confident with themselves and believed in their abilities and what they have to offer. [Editor’s note: They are genuine, sincere, and “who they are.” There is nothing slick or false about them. A leader that is all flash, smoke, and mirrors will… eventually… be figured out by their team, and left.]
2. A true leader then thinks of the team. Honesty without compassion is abuse. Be kind, be generous. Take care of these people. Help people when they are not doing well. [Editor’s note: A good leader surrounds him/herself with the people who fill his/her holes. The team works because they are all complimentary – they are not all the SAME. Caring for the individuals of the team, where they are strong AND where they are struggling, is taking care of the whole team.]
3. Organization – what is working well; lead it, help it along. A true leader understands that the health of the organization means health of the individual. And the only way to have an impact on that health, is to be engaged.

When the leader launches the change, it starts with managing the expectations.

Someone once said “Expectations are resentment in waiting.”

If you get clear about your expectations up front, there’s room to maneuver. A true leader will be clear about what is expected in terms of behavior, results, and the steps/processes. They will also be clear about the five stages of change, and that they understand – they expect – everyone will move through those stages as PART of the change.

So what leadership model works well for managing/implementing change?

Leadership Model

High EXPECTATIONS Low	Critic	Bamboo Farmer
	Disengaged	Enabler
	Low                                                                                            High SUPPORT

• If you have very high expectations, but not providing the team with the support they need, you’re a CRITIC.
• If you have low expectations and low support, that’s DISENGAGED.
• High support/low expectations – ENABLER. You end up doing everything for others. Sometimes we need to let folks struggle for them to get stronger.
• High expectations, high support – BAMBOO FARMER. No one gets up in the morning and says “I want to screw things up.” Ha!! You’re there because of what the company offers, what the message is, and where that message meshes with your values. But you are likely also there because you want to make a difference. This leader-type supports that level of growth.

Leading Change

• What is your strategy for communicating and setting expectations for a change?
• You can’t just stand in front of a group and say “This is what we’re going to do” and plow on. Sometimes you need to have conversations before the group conversation…
• What is your strategy for understanding how your team needs and wants to be supported?
• Customize your action plan for the individuals, team, and organization. No one plan will “fit all”.

Performance Model (of the people who will implementing the change, and the most affected by it)

High SKILL Low	Leaning on the Fence	Farming
	Sleeping	Watering Weeds
	Low                                                                                      High WILL

• High skill, low will – leaning on the fence; they can totally do it, but they just don’t
• Low will, low skill – sleeping
• High will, low skill – Watering Weeds – running in the hamster wheel
• High skill, high will – Farming

All 4 of these folks need something different

• Sleepers – let them sleep. “Coach” them out – help them find their passion… elsewhere.
• Leaning on the Fence – take the fence away; turn it in to an electric fence… Nah. This is the most dangerous group when implementing change. They have skill! They can sabotage, convince others to ignore the change, or leave your organization to work against you with a competitor. What you need to do is help them believe the change was their idea. Coach them off the fence. Talk to them FIRST. Get them on board behind the scenes, so they will help advocate for the change when you present it to the larger group.
• Watering Weeds – they need direction and training. If the “Fencers” have come off the fence, they can train the weed-waterers. And the Weed Waterers can infuse everyone with their enthusiasm. I mean, they are enthusiastically watering weeds! They DOING something. Just redirect them.
• Farmers – they need support, and a break. So when the fencers and weed waterers come along, the farmers can (gratefully) take a break. They will recharge, reassess, and come back stronger.

Don’t BOX IN your team. Once you define them, you confine them. Help them escape whatever “low achieving” box they are in to reach their full potential – to become Farmers. [Editor’s note: Even Farmers slip into other boxes from time to time. Don’t assume your star performers are ready to be star performers ALL THE TIME, just because they have been all the time previously. Be sure to check in, give them time to get away, and give them the recognition they want, and the support they need.]

And you need all of these different types. It is like the TV show “So you want to be a millionaire” – the buddy never knows the answer, because he knows what you know. You hang out together! You know the same stuff! Ask the audience?? They know. That’s how diversity works.

Ask the person in your team/organization you KNOW doesn’t know the answer to your most difficult issue. You will be amazed by what you will learn from them. They KNOW… something… different that you.

Getting the team on board

[Editor’s note: By this time, we were running out of time in the session, and he referred us to the handouts he had prepared. I’ve copied the info below. We did not discuss these.]

1. Chart your team with respect to change on the Performance Model chart
2. Explore the values, needs, and interests of each team memver with respect to the change.
3. Outline the change communication strategy (watering) for each team member. (Remember the 5 stages of change – each individual will experience this differently; tailor the strategy to each person.)
1. Consider the message from the receiver’s standpoint
2. Develop a timeline and sequence for connecting with team members
3. Build in time for people to process their reactions
4. Anticipate resistance and prepare responses
5. Don’t assume that “resistance” means a person is NOT being a team player. They are doing what you’ve (hopefully) taught them – asking questions, processing, and finding their own way.

Personal Action Plan

[Editor’s note: Again, we did not discuss this, but it’s an implementation tool that is self explanatory.]

We tend to move to our comfort zone (where we are) when faced with change. To improve the situation, we must focus on the empowerment zone (where we want to go).

• What do you need to do to move to your empowerment zone?
• What opportunities do you see for leading and managing change?
• What can you implement right away?

Goal	Action	Start
Example: Retain what I learned today	Share three new concepts or “aha” moments with a colleague	Today
1.

Questions from the Audience

How do you use this to managing up?

Mr. Bell’s advice: Have three mentor relationships.

1)      Have somebody in your company above you who can shepherd your career. They are dying to help, and will see pathways that you can’t because you do not yet have their big-picture, whole-company perspective.

2)      Find a peer not in your company that you can dialogue with. They will see things you don’t, because they aren’t in your space, but they are in your shoes. They relate and understand exactly the TYPE of situations you have. [Editor’s note: They can help you get unstuck, since they are not in the water cooler conversations and don’t work with the “players” involved. Their career/work health is not tied to yours. This is a healthy and helpful arrangement for both of you.]

3)      Find a protégée, someone you can teach/have a meaningful give-and-take relationship. You will learn SO much from them. [Editor’s note: And their fresh perspective will help you see pathways you had forgotten/ignored, and innovations for change(s) that will make both of your work lives better.]

How do you deal with others’ reactions to your change?

Take care of your “three feet” around you. Make it as nice, pleasant, and peaceful as you can make it. Just keep doing what you do. You don’t have to defend it or explain it. Remember, they’re going through the five stages as part of their reaction to your change. You can’t push them through to acceptance. It will take as long as it takes for them. Focus on what you need to do to keep making progress on your change, and they will… eventually… come around. [Editor’s note: Or not… they may drop away. And that may be exactly what is needed for both of you to progress through change.]

Bill Cosby: The day I realized I didn’t have to please everyone was the best day of my life.

I’m not quite there… but I do embrace the concepts of the Serenity Prayer by theologian Reinhold Niebuhr:

"Lord, grant me the serenity to accept the things I cannot change,
The courage to change the things I can,
And wisdom to know the difference."

Here, bamboo. Have a little water.

Friday Keynote: Greg Bell

Friday Keynote: Greg Bell
Author and Founder, Water the Bamboo Center for Leadership
http://www.waterthebamboo.com

Ok, Greg won me over from the start… he told us to applaud for each other – our industry has gone through incredible change, and we show up every day anyway. The applause was deafening!

Reflect on the question – what’s going well? What’s going well personally, professionally… Even the most negative person in your life can find something that is going well. This is a game-changer question.

[We all wrote down one thing that is going well and shared with the person next to us.] It felt great. What did you notice? People smiling, some pride expressed.

START your meetings with what is going well. You’ll see the chemistry change and the productivity increase. This question asked at the beginning of the day (before you get out of bed), sets the tone for your day. END your day with “what went well,” and you book-end your day with the positive. Why ask this question? Because you want to be happy and have the energy to do what you want to do.

Hey – have you ever noticed that the windshield is a lot bigger than the rear-view mirror? Look where you’re going. Look down the road at where you are going, but note that “lessons” are in the rear-view mirror. The things that aren’t serving you, let them go. There isn’t room in the rear-view mirror for everything, only the important things.

Watering the Bamboo

Giant timber bamboo – water for 3 three years, and see NOTHING.  In the fourth year, Giant Timber Bamboo will rocket 90 feet in 60 days.

In the three years before the bamboo breaks the surface, it is establishing roots (nearly 100 feet long). Same with us – we nurture and feed, and often don’t see any result for YEARS. Any idea you have needs to be nurtured. As the bamboo grows, it sheds leaves/shells. What are we hanging on to that we should shed so we can grow?

Water the Bamboo Oath: No matter what challenges come our way, we will continue to water the bamboo.

Challenges will come – and we have to continue to water, no matter how we’re feeling. Successful people do what they want to do, and what they don’t want to do. And they did the things they didn’t want to do by 10AM each day. Get rid of the stuff you don’t want to do early in the day, and move on.

For the firms that win, the people show up every day as if it were their FIRST day. The same enthusiasm, the same wonder, the same pleasure to be there. Everything is possible with this mindset.

What do you have to have to be a bamboo farmer? PATIENCE

But not just the “watch and see what happens”-patience. It’s the show-up-everyday and DO STUFF kind of patience. Be PERSISTENT.

SELF-DISCIPLINE – you are your own worst enemy. Stop criticizing, and start DOING. And do it every day.

COURAGE – commit. Pick a target and go.

Think about Lions. They hunt gazelles because they are hungry. They miss about 70% of what they chase. And what do they do when they miss? They pout? NO! They keep looking. Because they are still hungry, and because they know the big fat, slow one will be along soon.

BELIEF – believe that what you are doing will have the desired result. The nay-sayers are the ones who do not achieve. Don’t “phone in” your performance – believe that what you are doing will make a difference.

VALUES – the journey isn’t relevant without your values. Confucius said “Every journey begins with one step.” Greg thinks Confucius was confused—he thinks every journey should begin with a map or compass or someone to guide you. These are your values. Know where you are going.

Take a tiny action around one of your core values. [Think the flap of a butterfly wing can create gale force winds somewhere else in the world.] You can take a tiny action towards your core values, and it will make you happier.

Greg’s grandfather: Happy people are happy because they like what is happening. “Happy” and “happening” – but in the formation of English words, the “P” and “B” were often interchanged. Happy/Happening come from “habit.” What if liking what is happening becomes a habit? How will that shift in thinking change your behavior? Your interactions? Your outcomes?

DON’T FARM ALONE –  The original purpose of hand-shake: to make sure other person is not armed. The original purpose of the toast: for the host to prove that the drink wasn’t poisoned. The original purpose of the salute: raising the medieval helmet mask to see if the person was friend or foe. All of these behaviors are geared towards building trust.

Our happiness is built upon the quality and trustworthiness of our relationships.

Think about dogs – they are fabulous at unconditional love. Be like a puppy – go up to everybody. The phrase “don’t talk to strangers” is counter-productive. How would you ever have any friends?  Have some enthusiasm in every relationship you have.

On flip side – be like a cat, too. Take care of yourself. Stretch often. Breathe all the time. A little cat and a little dog combined make a happy person.

Give of yourself first (primarily your time – and the quality of your time; your listening, your presence in the present) – then it is easy to ask for the help you need, when you need it.

Some unexpected places to gather water for your bamboo:

• Talk to people 80 years or older, who have smile lines (not frown lines). Ask them what the meaning of life is.
• Talk to people who have just come back from a trip who have a smile on their face. The ones who grouse “That was a terrible trip,” can’t offer you anything helpful. The ones who enjoyed their trip/conference will offer you valuable information.

To thrive:

• Remember that you are a MIRACLE. You are intelligent, beautiful, and miraculous.
• Remember to reflect on and ask “What Is Going Well”- so we start with better days, and end with better dreams. The way to get at better answers is to ask better questions.
• Remember to Water the Bamboo
• Remember the Farmer’s Mindset – be patient in the waiting, persistence in the process. Let the balls fall, pick them up. Know who you are, know your values.
• Remember your values – they are guiding you whether you are aware of them or not, Know them, own them. How are they serving you? Are they serving you well? Are they the true YOU?
• Remember not to farm alone – you don’t have to. And why do this journey solo?

End note: I went up on stage with Greg during his presentation. He asked for someone who has never juggled before. And the audience sat there, stunned, laughing with embarrassment. I couldn’t stand it – I put my hand in the air. Interestingly, as I walked past Frank Lippert to get up to the stage, he had this look on his face like “Oh, man, please don’t embarrass me.” As if MY going up on stage would be more of an embarrassment to HIM than to ME. [LOL]

Greg was talking about COURAGE. I was invited to juggle three balls. And of course, they all fell to the ground. But the lesson is – pick them up. Nothing about me changed. My name stayed the same. My values stayed the same. Just the balls were on the ground, not me. Pick them up, move on.

I was encouraged to juggle one ball – toss from one hand to the other. I did that. Then two balls – toss from one hand to the other – amazingly, I did that, too. I juggled two balls for about three passes. And, of course, I was offered the third ball, but was spared having to try that again right at that moment. I walked away with the juggling balls (and instructions), and a wonderful Book of Wisdom of sayings Greg’s grandfather used to say. By the lunchtime session, I was known as the "courageous marketer."

I bought Greg’s book of Water the Bamboo (of course). I was among the last people in line, because it took a while to get out to him after the lunch session. I had 4 amazing minutes with him. I shared what my parents have always taught me: If you see a hole, fill it. That way, they guy’s horse behind you won’t go lame by stepping in the hole. [Don’t go LOOKING for holes, you understand. You can end up being sidetracked all day. But if you come across a hole, fill it.]

He shared the old adage: If you’re in a hole, stop digging. [LOL!]

And I shared the joke about the guy in the hole… no one helps him out of the hole, offering some lame “solution” and moving on. Until his friend comes along, and jumps in the hole.

Guy: “What the heck are you doing? Now we’re both in the hole!”

Friend: “Ah yes, but I’ve been in this hole before. And I know the way out.”

And that’s what this is all about, isn’t it? Share the journey – good and bad – and keep at it. It is about the journey, not necessarily the destination. 

Getting Ink: Actions You Can Take to Get Your Firm in the Press

Getting Ink: Actions You Can Take to Get Your Firm in the Press

Sarah Wortman CPSM, Executive Director of Marketing, NAC|Architecture; Jan Tuchman Editor-in-Chief, Engineering News-Record; Diana Mosher Editor-In-Chief, Multi-Housing News Magazine; Robert Cassidy Editorial Director, Building Design+Construction

Diana: Have you ever wondered if editors talk about your pitches behind your back? We definitely do. Every editor has a different pet peeve. Today she’ll share some of MHN’s pet peeve.

MHN is a national B2B magazine. Cover all aspects of apartment industry. Offers a monthly digital magazine, online daily Eblast, excellence awards, and webcasts.

1)      Know the brand and the audience.

a.       Tour the website (before calling),

b.      Subscribe (it’s free for MHN)

c.       Know the editorial calendar – it’s on the website, very detailed; a little more flexibility with digital-only press

d.      Attend a conference or a few webcasts; or try to present

e.      Know the pet peeve – MHN news editor is told repeatedly by people who want press that they think the digital/web coverage isn’t as good as the print. She HATES that.

2)      Build a Lasting Relationship

a.       Schedule an annual visit to spend a fay or tow visiting all the magazines you pitch

b.      Get to know all of the editors on the team

c.       Say you want to stop by the office and meet folks – we love this

d.      Susan Silverman (editorial director of commercial properties) – Pet Peeve – if you’re new, remember that there was probably a person before you – find out if they had a relationship with the editor

3)      Press Releases

a.       We need press releases – get someone on your staff to write these

b.      Make sure they provide value – even just bullet points – that can be turned quickly into an online story (work on the boards, new commission, new building opening – no fluff); put the details in!

c.       Send to more than one editor because they have their own filters they are looking through (although some magazines hate this)

d.      Be sure to follow-up – email, call – sometimes, things get lost in the shuffle

4)      Pitching Features

a.       Who are the readers? Pitch your story to the audience – tailor your press releases/pitches

b.      Sends lots of photography/renderings

c.       Think “cover shot” – spend the money for an excellent photo that would look fantastic on the cover – your story could get there if the photo is part of your pitch [turn the camera 90-degrees – MOST of the covers are vertical. Duh]

5)      Missed Opportunities

a.       Technology is changing – look at the MHN TV and Podcasts – do an interview at your office and send the video/file. It might get run on the web

b.      Guest columns/bylines with slideshows – love to embed the amazing photography

c.       Look for us on Social Media – comment! Contribute to the blog! Contribute to Twitter!

d.      Creative Partnerships – when you get an idea that is beyond the norm, we love those.

6)      Awards

a.       Enter

b.      Volunteer to judge

c.       Volunteer for the event

7)      Remember - we need you and much as you need us

Jan: ENR online/in print, and had Future Tech Event just this week.

Actions you can take…

1)      Just launched the ENR mobile news app (Google Play, Apple Store) – takes the free news content from the website

2)      Last year, integrated the series of regional magazines in to the core magazines.

3)      Best Projects competition – just now gathering entries.

4)      Top 20 under 40 – young professionals, up and comers

5)      National AND regional listings of Design Firms, Specialty Contractors, and Contractors

6)      ENR Future Tech – focus on technology; how are you implementing the top technology to do your work? Software applications, design applications, new tools, etc.

7)      ENR Risk Review – risk management is a big issue for many firms. We’re looking for stories/ideas for how firms are managing their risks. Stories about securities, insurance, etc.

8)      ViewPoint Column – editorial/viewpoint – expert in your firm with a strong opinion about an industry issue. The expert (with marketer help…) crafts an 800-word article on an important issue.

What do you have to do?

• Innovate
• Overcome challenges
• Be newsworthy
• Communicate those things
• Have to be willing to share
• Reach out – we’re not going to know about you unless you tell us

And yes, subscribe, read/follow – know the publication

Robert, BD+C:

1)      Pet Peeve – put your address in your email; Make sure your signature has name, address, firm, phone numbers, email address

BD+C – focus on building, design, and construction of multi-family housing (do not send anything on single family)

Interested in how the TEAM works together, how they incorporate owner info and/or give back to the community

Our focus is only on buildings – so we ask for revenue based only on buildings. Have learned that most firms make money on reconstruction versus new construction

2)      PetPeeves – you send us new hires, promotion stuff. But what are we going to do with this stuff? Give me the name/contact/email, so I can send a congratulatory note.

3)      Must do: read the  E-newletter

4)      Know the editorial calendar – don’t wait for the topic to come up, send it

5)      Mail is death. Most goes in trash.

6)      Would love to meet you. Can guarantee you an hour.

7)      Know the audience – we’re about 48% design firms, 10% owners, -- construction firms; think “multidisciplinary,” owner-oriented

8)      Submit new projects/current projects:

a.       Renderings are half the sale. They’re cool – focus on what is cool. [Projects that would never get in Record or Architect] – good projects that aren’t necessarily “beautiful”

b.      100-150 words; we’ll follow-up for more

c.       List ALL the key firms involved (design, contractor, owner)architect, MEP, SE, CE, CM, specialty subs

d.      Photo credit

9)      We’re doing a lot on “trends” now – not as many project stories.

a.       What’s new in workplace design?

b.      What’s new in hospital design?

c.       What’s new in construction? Management? Owner/design teaming?

                                                               i.      What’s new in specific building gtype

                                                             ii.      1 page proposal by email

                                                            iii.      Key points to be discussed –

1.       headline or topic,

2.       paragraph abstract,

3.       3-12 bullets,

4.       tables, charts, links, supportive info,

5.       bio info on the expert (experience, memberships)

6.       submit low res photos so we can see what you have

                                                           iv.      We do the writing – we’ll follow-up with you to write it if we want to feature it

10)   A lot of info from owner’s perspective – we ask them where consultants screw up, and we publish it

11)   Great Solutions articles

12)   AIA/CES Course – best practices – these are education-specific

If you’re leading here, or teaching here, we’re interested!

13)   Software/technology

a.       BIM

b.      IT

c.       Using tools

d.      Case studies – how are you USING this stuff?

14)   Competitions/Awards

a.       Best AEC Firms to Work For

                                                               i.      How you treat your people

                                                             ii.      How you reach out to your community

                                                            iii.      What is your strategic plan to keep you viable

                                                           iv.      You win once, and can’t repeat

b.      40 Under 40

                                                               i.      Held a summit of these folks last year, will again next year

                                                             ii.      These are the hot shots/incredible people

c.       Building Teams Awards

                                                               i.      You can get an “early bird” review – send 4 weeks in advance to Robert, and he’ll tell you what needs improvement

                                                             ii.      50% quality/extraordinary; 50% team effort

                                                            iii.      Tell a good story

15)   Reconstruction Awards

16)   Giants 300 (giants survey)

a.       Ranking leading firms in architecture, engineering, construction

b.      Print charts get expanded online – you can see all the firms online

17)   Annual White Papers

a.       40,000 words, in-depth

b.      Take a topic in green building/sustainability and go really in-depth

c.       We do sometimes accept construbuted chaperts sometimes

18)   App Center

a.       Submit an app you’re using that is helping you

19)   Blog, videos, jobsite videos (we’ll visit you onsite and do some video with your team)

One Trend or Issue that you don’t have good input on yet

• Jan: Risk Management; mobile devices and applications – how are you implementing/is it working/is it saving money
• Robert: BIM – how are you implementing it, are clients asking for is, is it saving money

Format of Press Release

• Include in body of email AND Word file attachment
• Don’t use subject “Press Release” – come on. Give me a hint!
• Don’t submit through website contact.
• Don’t just send attachment in blank email.
• No “please publish this immediately”
• SMALL file (not 10 MB) – send me low res pictures, direct to website where high res are available

What about company blogs?

• If we follow magazine blog, magazine might follow company blog.
• Approach us through our own social media
• Sometimes we link to company blogs – especially if they are on the topics we’re working on (technology, Risk management, etc)

Follow-up

• Use Google alerts to track the press you put out there; we won’t contact you to tell you the article ran
• Don’t ask me if I got your press release; I got it
• But we do want to get to know you – make an appointment, make an effort to come meet us
• If you see something later that you think something you submitted before would be perfect for, call me – I’ll tell you if re-submitting the info is appropriate

Picture Stories vs. Technical/Cost/Risk content

What if you don’t have a building/project-based story?

The technical is ALWAYS welcome. Tailor it. It doesn’t have to be our “normal/mainstream” magazine. We have other venues to publish (digital…)

Exclusivity

Robert: If you’ve got something really good, and you think it is right for BD+C, we can cut a deal. I can turn around a decision in 24-48 hours. If I don’t take it, then go all over the place. But if we cut a deal, I don’t want to see it ANYWHERE else. And we’ll give you a little extra coverage.

Jan: Or call ENR – because we’re going to get it out faster. [LOL!]