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She also prefers to ask open-ended questions during discussions which gives people the opportunity to talk about the assignment. “Individuals need to feel like their ideas are being heard and considered” “Asking yes or no questions often will not provide all of the information sometimes needed,” she says. In addition, Beiger says that working at Advantage Engineers provides her with the opportunity to collaborate with sev- eral individuals at once from multiple offices. As a result, since they are sepa- rated by geography, she finds that set- ting up weekly conference calls with the team during critical moments of a proj- ect helps to facilitate continued com- munication and a successful outcome. “I have experienced projects with tricky communication because individuals were not on the same page on a project and were resistant to listening to oth- ers’ ideas. The best way to tackle this is head on by acknowledging everyone’s ideas, discussing them, and having a constructive conversation about the best way to continue a project. I find most projects can be improved with good communication. Individuals need to feel like their ideas are being heard and considered,” she says.

COMMUNICATION, from page 11

EXPLAIN AND LISTEN. Shana Beiger, project manager, health and safety program manager, Advantage Engineers (Me- chanicsburg, PA), a 200-person firm, says that putting information into a context or perspective works best. She finds ways to discuss background infor- mation on tasks that she is asking the person to complete and it is always well received. “For example, if I ask a team member to write a specific report section, I let them know the reason the work was completed, why we are writing a report and the ultimate project goal. I believe this helps with engagement at work,” she says. In addition, when she assigns tasks, much like Busch, she likes to wrap up the conversation with a summary of the assignment. “I have experienced projects with tricky communication because individuals were not on the same page on a project and were resistant to listening to others’ ideas.” “I find this helps to ensure both individ- uals are on the same page regarding ex- pectations,” she says.

FOR PEOPLE WHO ARE MOVING BEYOND TECHNICAL WORK TO PROJECT MANAGEMENT Many architects, engineers, planners, and environmental consultants get little or no training in project management and are drafted into PM roles totally unequipped. In fact, a Zweig Group survey found that almost half of the firms surveyed did not provide training to their PMs and 76% of the firms rely on on-the-job training for their PMs. Becoming a Better Project Manager will provide project managers with a fundamental understanding of the type of personality and characteristics successful project managers have that allow them to flourish in their role. Attendees learn: ❚ ❚ The primary roles and responsibilities of a project manager ❚ ❚ The fundamentals of project management ❚ ❚ The value of maintaining project management notebooks ❚ ❚ How to create project manuals ❚ ❚ How to manage project change orders ❚ ❚ How to control scope creep ❚ ❚ Project management tools and forms Who should attend: The Becoming a Better Project Manager seminar is primarily designed for current or soon-to-be project managers and senior technical staff of architecture, engineering, planning, environmental consulting, and construction businesses including: ❚ ❚ Emerging project management leaders looking to take their performance to the next level ❚ ❚ Professionals wanting to enhance their knowledge of project management ❚ ❚ Design and technical professionals as well as managers, architects, engineers, planners, scientists, surveyors, and designers ❚ ❚ Anyone who aspires to become a principal in an AEC firm ❚ ❚ Teams of current and future AEC firm leaders Continuing education: Attendees of Becoming A Better Project Manager can earn six CEUs/PDHs. Zweig Group is registered with the AIA for continuing professional education credits. All attendees receive a certificate of attendance indicating the number of credit hours approved by the AIA.

TIPS FROM A COMMUNICATION PRO Shut Up and Say Something: Business Communication Strategies to Overcome Challenges and Influence Listeners , a book by Karen Friedman, details how to best get your point across, drawn from her 40 years of experience as a professional communicator. Here are some top tips: ❚ ❚ Be concise, clear, and crisp. Edit yourself. Include specifics and keep your speech short. ❚ ❚ Hit the headline first. Make the most important point at the beginning. ❚ ❚ Make it about them. Pay attention to your listener’s concerns. If your colleague cares most about return on investment, speak to that point. ❚ ❚ Attitude is important. Stand up straight, look the other person in the eye, and put away all gadgets. ❚ ❚ Ask open-ended questions. Draw the other person out with questions such as, “Could you clarify your point?” ❚ ❚ If you can’t say something nice, don’t say anything. Don’t trash talk colleagues behind their backs. It identifies you as a gossip and someone who cannot be trusted. ❚ ❚ No bull. If you have a negative point to share, don’t beat around the bush. Just say it. ❚ ❚ Deliver bad news in person. It’s tempting to share bad news electronically, but it’s always better done face-to-face. ❚ ❚ Don’t be a naysayer. If you disagree with a colleague or boss’s message, don’t say so. Try to frame your disagreement as a question instead.

THE ZWEIG LETTER February 1, 2016, ISSUE 1137

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