My team recently presented a workshop on personal branding for engineering and construction professionals through a trade association in Michigan. The attendees ranged from superintendents, engineering project managers, and estimators to vice presidents, business developers, and owners.
One thing they all had in common was the need to communicate a value proposition to project partners and clients. All of them represented their firm’s brand as well as the promise their firm makes to the market.
But they also needed to do something else: train their team members to communicate and pursue that intended value proposition.
Traditionally, engineering project managers are not trained as team leaders. They manage all aspects of the project to deliver to the client. They assume that each member of the project team is sufficiently skilled to deliver their responsibilities in a coordinated way.
This assumption is changing due to the rapid pace of change in business, the introduction of new technologies, and the resulting strain on project team members. Challenges with hiring and retention intensify these strains on team performance and overall brand perception. Project managers must now be project mentors.
Engineering Project Managers as Project Mentors
We met one of these experienced project managers through the association event. Unlike his peers, he did view himself as a coach. He had a natural desire to share his skills and insights with younger professionals on his team. He just wasn’t sure how to pursue coaching in the context of a project.
Through some brief discussion, we agreed that part of the weekly project meetings should include opportunities for revisiting the project value proposition, which is the client/owner’s intent or vision for the project. The meeting should emphasize how each team member plays a role in that value proposition.
The project manager’s coaching about the big picture of the project could support a more cohesive team. Coaching (mentoring) would also support a more valuable debrief at project completion.
- Did they meet the intended objectives?
- How did each of them contribute to the successful result?
- What could be improved to enhance their firm’s brand perception in the market?
Why Should PMs Mentor for Brand Value and Client UX?
When addressing “branding” with engineering project managers, they may reject the term as something that the “marketing people” handle. However, the brand of a firm is not just its logo and color palette. It is the unique approach, team members, and relationships that a firm brings to the market.
As global marketer and author Seth Godin once said of brands, “A brand is the set of expectations, memories, stories, and relationships that, taken together, account for a consumer’s decision to choose one product or service over another.”
Your engineering project managers are in charge of matching (or exceeding) client expectations, building industry memory, and strengthening partner relationships. They are immersed in your brand, so they need to understand exactly what they are representing.
First, I recommend all-team training on your firm’s brand messaging to help everyone talk about your firm and represent those expectations consistently, but also in a way that feels natural to them.
If you have done brand training, it may be time for a training refresh. If your branding was done a few years ago, it may also be time for client and project partner interviews to see if your firm’s brand perception has changed. As I mentioned, change is accelerating, and clients are not as loyal to a particular firm or project partner as they once were.
Other Tips for Mentoring Brand Value and Client UX
- Share stories of how your firm’s brand shows up in projects; stories are more memorable and instructive.
- Check in with clients about how you deliver on your brand promise; share the insights with your team.
- Ask for suggestions from team members about how to improve the client experience; this will help them own the brand through their unique perspective.
Engineering project managers are on the front lines of your brand and client experience. Make sure they are well-equipped to deliver excellence and mentor future PMs.
About the Author:
Dawn Wagenaar is a brand strategist and owner of Ingenuity Marketing Group, LLC in St. Paul, Minnesota. Ingenuity works with AEC firms across the country on their brand and growth strategies through a team of in-house consultants and creatives.
Dawn is a member of the Society for Marketing Professional Services (SMPS) and has been a featured speaker and panelist at local and Midwest educational events through SMPS.
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