The phone call was from a 215-Philly area code.

Assuming it was my cousin, Marc, I picked up the phone.

To my surprise, the caller was a woman who knew my first name. 

She asked to speak with the director of technology for my firm.

As an entrepreneur for 24 years, my firm has an agile team of freelancers and part-timers. 

Interestingly, the technology department is my husband. 

He's an IT project manager working in the next room in our home.

The key takeaway from this encounter is the importance of thorough research before shortlisted interviews and networking events.

Look online for insights about people you'll be interacting with so you know their values, projects, and interests.

You'll gain valuable information and have more meaningful and memorable conversations. 

This level of preparation not only establishes trust and respect. It also fosters genuine connections with decision-makers. 

Know your audience ahead of time. 

There is a difference between following the “stay on message” rule and answering a specific and clear question posed by a prospect or client. 

Know the difference and how to navigate these situations. 

They are significant factors; not just communication nuances. 

Your responses can influence, persuade, and build trust in A/E/C meetings. 

Or destroy your credibility and revenue.

We see it all the time in political debates. 

Don’t allow your communication strategies to backfire. 

Sticking to talking points to stay on message shows you're not paying attention. 

It shows you're not listening and thinking on your feet. 

It shows a lack of creativity and critical thinking skills. 

It shows an agenda that others probably don't want to hear in that given moment. 

Others appreciate when we connect and communicate like human beings, not scripts, templates, or talking points. 

Getting buy-in from senior leadership or younger A/E/C staff isn't a one-off.

Buy-in pales in comparison to trust, loyalty, and honest relationships.

Buy-in feels like you're trying to convince someone or push them over the finish line to close a sale.

People who form deeper relationships and have mutual respect don't use this phrase.

They are the leaders who:

Brainstorm

Talk things through

Gather insights

Ask for differing opinions

Appreciate wisdom

Then they make a decision.

Critical thinkers and responsible leaders have higher-level conversations. 

They don't need others to buy into anything.

Forget buy-in.

Instead, take the time to nurture relationships, listen deeply, be respectful, and be attentive.

Yes, you may get pushback. 

Differing opinions needn't be divisive; they are opportunities to learn and evolve.

If you want to improve communication and build consensus, don't consider it "buy-in." 

Instead, be strategic and welcome others' input....

What does the "Easy" button look like for your clients? 

Keeping things simple in a complex, data-driven industry is essential.

It's about being a more effective communicator. I share insights in this 1-minute video.

Take a look. 

Busy digging into new tech to reduce misunderstandings and unorganized data?

Slow down, Skippy.

Improving internal team communication is not the first step to managing projects efficiently.

This is where your firm must begin.

In this 2-minute video, I share the breakthrough communication strategy that successful AEC clients use.

It's internal, but not what you think it is! 

Communicating in a silo is like being trapped inside a bank vault.

There are thick walls, and even when you scream your loudest, no one hears you.  

Architects, engineers, and construction leaders know plenty about building design and (thick) walls on job sites. 

With communication, let's demolish the invisible walls in AEC firms.

These silos and the "stay in your lane" mentality derail business development and collaboration.

Project managers, commissioning engineers, schedulers, and estimators innovate on job sites. 

Teams can — and must — understand how their creativity and confidence apply in shortlisted meetings.

Silos stifle creativity, communication, and profitability. 

"You can give people tools and resources, but the most important thing you must do is change their mindset," says Claus Jensen. He's the chief innovation officer at Teladoc Health.

Yep, it's the virtual telehealth company. 

Many leaders in A/E/C are...

You don't have to ask more questions to close more A/E/C projects.

You have to ask better questions.

How you gather information during a presentation will differentiate your firm in shortlist interviews.

Oh, and don't forget to listen to the responses.

Quality questions bring quality information.

They also result in higher-level conversations and trust.

And more clients.