Conversations fuel A&E firms’ success.
Conversations are taking place all day long at A&E firms, yet 75% are the wrong conversations.
Most conversations in your company are killing productivity, utilization rates and ultimately profits.
Did you realize there are only four types of conversations you and your personnel can possibly engage?
That’s absolutely true.
Whether the conversations are between a team member and a prospective client, a team member and a current client, two staff members, a partner and a staff member, a manager and their direct report, there are still only four possible conversations.
And, it’s vital you and your staff understand that three of those four conversations are the “wrong” conversation.
By “wrong” I mean it is not a conversation that drives a desired outcome or brings to resolution an issue that needs resolving.
The Four Conversations is a workplace communication model created in the midst of facilitating a workshop for a client in 2013.
The four conversations are:
- The wrong conversation with the wrong person
- The wrong conversation with the right person
- The right conversation with the wrong person
- The right conversation with the right person
You can probably guess the “right” conversation you should engage in.
It’s the latter, the one at the bottom of the list.
Above the “right” conversation on that list are the other three “wrong” conversations.
You and your personnel need to understand each, and be able to rapidly identify when you are engaged in each, then develop the verbal skills, the self-confidence and the self-esteem to move them towards the “right” conversation, promptly, directly and respectfully.
It’s too much to explain here, so to learn more click the link below to access a recently recorded webinar on the topic:
It will forever change the way you and your team look at the conversations taking place every day in and around your firm.
Bring Clarity to PM Performance
Across A&E firms, Project Managers often operate with very different roles, skill sets, and expectations. That makes it difficult to evaluate performance consistently, identify true capability gaps, and develop PMs in a targeted way.
We are currently developing a Project Manager Competency Assessment designed specifically for architecture and engineering firms. This assessment focuses on the capabilities that most directly influence project profitability, execution, leadership effectiveness, and client outcomes in order to provide firm leaders with clear, objective insight into strengths, gaps, and development priorities.
To ensure this tool addresses real-world challenges, we’ve created a brief, 2-minute survey to better understand:
How PM performance is evaluated today
Where firms struggle with consistency or visibility
Whether there is interest in piloting a practical, firm-specific assessment
Your perspective helps us build something truly valuable for the industry.
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