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Nailing the InterviewWhat it takes to really win and win big!
Introductions
Frank Lippert, FSMPS, CPSMSacramento, California
Kathryn Ness, CPSMAlbuquerque, New Mexico
What’s GO Strategies?
Pursuit Management when you really want to beat the competition
Seller/Doer Training when you really want to up your business development game
Everything in between when you just can’t do it all
Agenda for the day
1. Knowing the pursuit better than anyone else
2. Storyboarding a great message
3. Interviewing must haves
4. Great prep, great practice
5. Six lessons learned
How do you win work?
What does an RFP look like?
10 – 12 pages
1- 2 pages about the project
Several pages of Legalese
1 – 2 pages of instruction
Due date
In reality, it’s this
2-inch binder
Lots of meeting notes
Several pages of Legalese
Maps, drawings, sketches, diagrams
Due dates, plural
Winning firms, have this
2-inch binder
Lots of meeting notes
Teaming agreements
Maps, drawings, sketches, diagrams
Due dates, plural
Note the similarities
What the client really wants: an apple
Knowing the pursuit…better than anyone else
Pursuit planning basics
This is scalable
Three to six month lead time is ideal
Develop a schedule and get commitment early
Hold to your budget and schedule
Living documents
Quote me on it: “Investing upfront = less investment, more wins”
Decision Maker Breakdown
Decision Maker Breakdown
Social styles
Driver: strong willed, emotionally controlled, poker face
Expressive: outgoing, dramatic, arm waving
Amiable: care free, caring, huggers
Analytical: detailed, numbers oriented, exacting
Decision Maker Breakdown
Key Point Discovery Template
Management
Technical
Partnership/Agency
Public
Environmental
Political
Psychological
Marketing
Key Point Discovery Template
Key-point grouping Assignment Team Member
Result Due date
Done date
Management1.
2.
Technical1.
2.
Partnership/Agency1.
2.
Key Point Discovery Template
Key-point grouping Assignment Team Member
Result Due date Done date
Political1. Mayor’s race Research if mayor has mentioned the
park anywhere publiclyKaty 3 speeches on record, no mentions; speaking
again at Farmers Market opening on April 27th5/1/06 5/1/06
2. Boaters Rights Group
Determine how much influence they have? Who’s involved? When do they meet?
Gill
Psychological1. Site history Is former use an issue in the
community? Is it an amenity?Gill Talked to Joanne – not an issue at all, but
good to keep in mind3/30/06 4/4/06
2.
Marketing1. Summer due date Full process or proposal/select? Frank Talked to procurement staff, not coming out
until end of summer3/5/06 4/3/06
2.
Winning Team Qualifications Analysis
Qualification Winners
Management structure
Project manager
Technical leads
Key subconsultants
Availability
Relevant experience
Winning Team Qualifications Analysis
Qualifications Winners
Management structure One person in charge, not a huge team
Project manager Strong, proven, listener, extremely competent
Technical leads Environmental permitting specialist good with USACE and Red River of the South enthusiasts
Transportation engineer good with ODOT
Key subconsultants Boat launch/ramp designer
Winning Team Qualifications Analysis________ Team Strengths Weaknesses
Winning Team Qualifications Analysis
Example Team Strengths Weaknesses
Showcase Gill in charge with two supporters and then team
Clearly shows one person in chargeTight team of experts
Big project/small team
Gill Strong, extremely competent, proven in LA
Not proven in riverfront parks, not best listener
Showcase Gill in charge with two supporters and then team
Clearly shows one person in chargeTight team of experts
Big project/small team
Winning Team Qualifications Analysis
Competition Game Plan
Winning Team Qualifications Analysis
Competition Game Plan
Big teams, strong PMs, strong experts Pre-sell Gill to the hilt
Massive riverfront park experience in PMs Project is more than just a “riverfront park,” send Walt (good listener) with Gill to meetings
Winning Team Qualifications Analysis
Qualifications
Winners Our Team Strengths Weaknesses Competition Plan
Management structure
One person in charge, not a huge team
Showcase Gill in charge with two supporters and then team
Clearly shows one person in chargeTight team of experts
Big project/small team
Big teams, strong PMs, strong experts
Pre-sell Gill to the hilt
Project manager
Strong, proven, listener, extremely competent
Gill Strong, extremely competent, proven in LA
Not proven in riverfront parks, not best listener
Massive riverfront park experience in PMs
Project is more than just a “riverfront park,” send Walt (good listener) with Gill to meetings
Pursuit planning basics
This is scalable
Three to six month lead time is ideal
Develop a schedule and get commitment early
Hold to your budget and schedule
Living documents
Quote me on it: “Investing upfront = less investment, more wins”
Storyboarding a great message
A message that resonates
Storyboarding/messaging the differentiator
Storyboarding - elements
1. Overarching message2. Key Messages
A. ConceptsB. GainsC. Evidence
3. Conclusive pitch
Storyboarding – theme (1)
• Defines the problem and solution (big picture)
• Lays out your specific approach
• Memorable, but not always catchy
• Succinct, but not always “aha!”
• Don’t over think it!
Storyboarding – KEY messages (2)
• Differentiator messages start here!!!
• Challenges of the project
• Important aspects of the project
These must be:• From the client’s mouth• Triangulated• Tested
Storyboarding – concepts, gains, evidence
Key Message Concepts
How will you relieve each pain point?
Gains
What does the client gain?
Evidence
Where have you done it
before?
Storyboarding – concepts, gains, evidence
Storyboarding – concepts (A)
• This is where the problem solvers thrive
• It’s the “how” part of the story
• Get geeky• Spend time here• Let the technical
professionals talk this out at length
Storyboarding – gains (B)
• Juicy stuff• Clients eat this up• This is where the client
goes “aha!”• It’s the “why!”
Storyboarding – evidence (c)
• The proofs• Photography and
stories• Testimonials• Video
Storyboarding – conclusive pitch
• Tell them what you told them!
• Tell them why you’re the best team to do the job!
• Sell them with your knowledge AND your enthusiasm
• Ask for it
Key Message Concepts
How will you relieve each pain point?
Gains
What does the client
gain?
Evidence
Where have you done it
before?
Storyboarding – exercise
InterviewingM U S T H A V E S
Things are changing about interviews
Why are things changing?
Why are things changing?
Why are things changing?
What do they want?
Alignment
Tribes
Appreciation
New ways of solving old problems
Creativity
Guidance/mentorship
Independence
Not the same old thing
What’s out and what’s in?
Dog and pony shows
Lectures
Regurgitation of the proposal
Hard sells
PowerPoints
OUT
Collaboration
Discussions
Strategic surprises
Client- and project-centric
Problem solving
Interactive
IN
Some things will never change
Respond as requested
Follow the rules (or ask before bending them)
Professionalism
Well-dressed and good manners
Time limits
Respect
The phone rings?
Remember it’s still about the apple
Great prepGreat practices
With interviews
Chemistry trumps everything
When the chemistry is right, it’s magical
Big picture on team chemistry
Assign team captains
Do things as a team off the court
Focus on goals instead of individuals
Recruit the right players
Celebrate every success
Groundwork for team chemistry
Start early (running theme)
Teaming agreements
Clarity of roles and responsibilities
Communication protocols
Expectations defined
Diversity – all around
Soft-side tips to build team chemistry
Site visits
Food at meetings
Dinner/evenings out
Community activities
Off-time sensitivity
Story telling
LISTENING thoughtfully
Fixing broken teams
Directness (talk it out)
Inclusiveness
Ramp up off-hours activities
Get to the stories
High-level communications
Difficult conversations
Hard choices
Signs that you’ve got it
High fives!
Laughter/fun
Meaningful side-bar conversations
Lively meetings
Social media connections
Accountability increases
Empathy increases
Signs that you need to keep working on it
Meetings drag on and on and on
Frustration is palpable
Eye rolling
Disengagement
Heavy phone/laptop use in meetings
Accountability and follow-through drop
Schedule delays
Where to begin…
Use your storyboard
Set the schedule, that day!
Kick-off meeting
3 – 5 rehearsals (industry standard)
Site visit(s)
Graphics deadlines
Dinners/team building
People – them
Who historically attends?
What do we know about them?
Who is NOT in the room?
People – us
Who attends?
What do they offer?
Why are they the best?
What does it look like?
Who are they bringing?
Who do they match?
Graphics
Design for the room
Consider sight lines
Practice with visuals
Keep them simple
Be creative
Make them memorable
Have a back up plan
Talking points
Rough it out
Keep it simple
Use what works best for you
Know the material
You can’t fake it
Rehearsal #1
It’s bloody
It goes too long
Lots of stops and starts
Set aside double the allotted time
Everyone rehearses, together
Next rehearsals
They get better
Transitions get smoother
Words get tighter
Remember: LESS is more
Keep it simple
Allow others to jump in
Everyone rehearses
Watch volume and timing
Ask about attire: dry cleaners
Red Team Rehearsal/Mock Interview Panel• Use a different
conference room• Role play selection
committee• Team enters the room
and goes• Make it as much like the
real thing as possible
Private rehearsals
Show leadership in the way you lead yourself
Drink water 15 minutes before you start
Psych yourself up not out
Release nervous energy
Breathe
Visualize yourself succeeding
Prepare for Q&A
Critically important
Good interview teams can guess 75% or better, what the questions will be
Questions about the project
Questions about your approach
Questions about the schedule and budget
Questions about your team
Questions about your experience
Questions for them
Use evenings wisely
This is stressful
Few people love interviewing
We’re more relaxed when we know each other
Play to the team strengths
Focus on team, not individuals
Listen
Engage
Last rehearsal / best rehearsal
Morning the day of, if possible
Last thing evening before a morning interview
Dress rehearsal
Time it
Work on basics like smiling and looking at the person presenting
Cheer each other on
Show time!
Show up to give, not take
Be prepared for the unexpected
Make eye connection
Use gestures to communicate
Pause after key statements
Be aware of crutch words and filler
Q&A time!
Write it down
Listen, pause, answer
Short and sweet
Avoid hitchhikers
Engage them
SixLessons learned
1. Keep the win-messages at top of mind
2. Set daily agendas with goals (what by when)
3. Be flexible, adjust to energy levels (work/practice balance)
4. Build team chemistry (laugh/encourage)
5. Technical expertise is important, but needs to mix with human side
6. Practice, practice, practice
