Why would you want to be in control?

This is a fairly complex topic because it is pervasive over so many levels and perspectives. Early in my career it became apparent that not all projects or clients were created equal. I was clearly a fit for some clients, but not so much for others. More importantly, there were so many different technical challenges that it would be difficult to become an expert at all of them. And to be truthful, some technologies were interesting to me, others less so.

I began to ask around about how to get assigned to new work we had won, especially those projects I preferred. First I started talking to my peers, those engineers and scientists who were about the same age as me. Then I gradually worked my way up to the more senior engineers and project managers. Most of the advice I received was about the same:  do a good job with the projects on your desk right now, and you'll have some say in future assignments.

Nice. But not good enough for me. I really wanted to be more aggressive about working on projects with cutting-edge technologies, for clients who were keenly interested in innovation to improve their own operations. Over a brief period of time, I worked at lobbying the more senior project managers in order to be assigned to their project teams and it was a fairly successful approach. But then it hit me like a ton of bricks to ask those very project managers how they chose clients and projects. The answer was surprisingly simple across the board.

They all selected clients and projects, and then directed their marketing and client contact efforts accordingly. It seemed too simple, but turned out to be amazingly sensible. They directed their sales efforts in such a way as to win work with who they wanted to work for, and for the types of projects and technologies that they preferred.

That was enough for me - I had to learn more about the methods of selling work so that I, too, could be in the driver's seat of my own career.

New professionals - take control of your own destiny

What??? Of course I'm in control. I can leave whenever I choose to do so.

We're big advocates of staying in the driver's seat of your own career, by staying close to your customers. In so doing, you'll do a better job by strengthening your understanding of their needs. We've written before about how those needs can be intensely technical, but not exclusively so. Increasingly, excellent high quality technical work is an expected "norm", and as such is undifferentiated by buyers. Criteria for buying then diverts to other important aspects such as schedule and budget performance, as well as the quality and nature of customer service. These criteria can be highly subjective, and influenced more often by the human side of customer relationships. Put another way, your customer might think that you and your competition are all pretty much the same technically. If the playing field is equal, then choices are made based on your track record of meeting budgets and schedules, or the manner in which you provide service.

So what does all this mean? We believe that building your skills in business development and customer service are the perfect complement to your technical foundation. This balance will allow you to be successful in winning new work which will keep you and your team mates busy with interesting assignments and projects of your choice. In other words, control your career destiny by becoming good at sales and service. Work hard at identifying was of differentiating yourself and your company, and customers will seek you out. Continue to learn and gain technical experience, but maintain the balance and you will be able to steer your career where you want to go.

Staying in control doesn't mean that you need to leave your job to stay in the driver's seat.

As a young professional, differentiate yourself

Yesterday we made the case for leverage, and its importance to your productivity in business. As a young professional you should be looking for ways to make you stand out from the crowd. And no, we're not talking about your appearance at the office. We mean the skills you have which cause your supervisor and the company's management to value you, and reward you accordingly.

So let's get blunt, and face reality. Thousands of bright technical people graduate from university each year, and begin their careers. Their heads are saturated with all of the right theoretical book knowledge, and they begin work pretty much on an even par with their colleagues. What makes any one person stand out? Clearly, learning the ropes, and gaining experience will help, but again in reality all of your colleagues will be doing that. Could you go back to school and get an MS or PhD? Sure, you could, and you should. But will it be enough?

The business of doing technical work is a complex one, with much education and experience required. However, what can differentiate you - set you aside from your peers - is project management (leading to company management), customer service, and the ability to develop new business. Now, for all you "techies" out there, don't misinterpret this message. Technology is alive and well - booming - and we'll always need smarter technologists. Our collective hats are off to you.

But what we're saying is that if you want one route (and not the only route) to the top, then learn how to sell. Fortunately, selling isn't that hard, in fact it's easier than all of that technology you've learned over the years. But we think that by combining a balanced career path of technology, business development, and management, you assure yourself of a rewarding career.

Are you a new technical professional?

Harold's introduction to Business Development took place within 3-4 months of being hired as a new engineer.

He attended new employee orientation, where the Director of Business Development made a case to fledgling engineers and scientists about the value of sales. He told a story about how an engineer might spend eight hours in two vastly different ways. In the first instance, the employee would work a full day and bill eight hours to the client, earning the company a whopping $50/hr for a total of $400 in revenue.

In the second instance, that same engineer would visit that same client about an upcoming project. Over a few months, the engineer would take that client to lunch four times, and learn more about the opportunity, spending about eight hours of their time. As a result, the company would win a $50,000 project (this was a lot of money in 1978).  The Director then compared the two ways of spending time.  In the first instance, the engineer made $400 for the company but in the second instance, the engineer landed a $50,000 project. He rested his case for being active in client contact and sales.

I had just completed college, started a new job, and looked forward to a life of technical engineering work. The Director's points hit me like a ton of bricks because they made me realize that I was clueless about the business side of my company. I knew there had to be customers, and they had to pay for engineering. What I did not know how was how we obtained these customers. Obscured by the technical fog of classes, exams, finals, and then later a thesis, it never even occurred to me that there was a method to competing for new work.  

Suddenly, in that brief presentation, the Director educated me on the value of leverage in balancing sales with engineering. When questioned by another newbie engineer about his math, and the possibility that he was comparing apples to oranges, the Director waved it off. He admitted that he couldn’t do math – these details were better left to the company's Chief Engineer. He looked us all in the eye and told us that without customers, there would be no engineering to do. He warned us that it was a competitive world out there, and that even the best engineers needed to sell and win the work before we could do the work.

Selling the Invisible

We really liked Harry Beckwith's book, Selling the Invisible, because its focus is on services and not manufactured goods.  Moreover, he emphasizes relationships between sellers and buyers.  (We're also heartened to see his new book, Unthinking, just published.)

The abstract nature of services, as opposed to the tangible "features and functions" of goods, is part of the challenge of business development in the professional services industry.  The shift from selling "things" to selling "ideas" as the central reason for being in business can be confusing.  For professional services of a highly complex, technical nature, the source of confusion can be even more profound because the practitioners also serve as the sales force.  And, as Mr. Beckwith points out, it's about forming long term relationships.  This intersection between technology (rocket science) and human factors (art) has fascinated us, because mastering the confusing territory common to both is key to success not only in sales but in business overall.

It wasn't long ago that sales and marketing were considered beneath an engineer or scientist. Nowadays, with competition and a contracted economy, knowing how to sell couldn't be more important.  It's just not enough to do great technical work anymore.  You need to know how to compete to win.