LinkedIn, LA, Coffee

Posted on by johnlwheaton1

He sent me a LinkedIn request the week before I was heading to Los Angeles. I didn’t know him, but he was a “second” on my LinkedIn network, and connected to the glazing industry. I was happy to connect and accept his request. I thanked him for the connection through the message feature. I told him that I was heading to Los Angeles the next week. What a “coincidence.” I suggested that perhaps we could get together. The product he helped develop and represents was somewhat new to me, but I was curious. I wanted to know more about the company and the product. I was also traveling with my son that week as he had some interviews in LA. If he was available I wanted him to attend some meetings with me just to get more experience.

My new contact’s response was immediate; “You need to connect with two of my colleagues. I’m not available but I’d like them to get together with you. You guys can arrange whatever time that works.”

So we connected. We set up a meeting. It would be over coffee at a location  we could both reach within an hour. I hesitated and second-guessed myself thinking that LA traffic would make it a mess, but decided that I’d just “play it by ear.”

The day prior, I had a meeting with another new client prospect. A large meeting was set with the CEO, Marketing VP, Director of Operations, Engineering Manager, and others. We met in the conference room. During that meeting the question came to me, “So do you have any other meetings this week?”

“Yes, I have them daily, including one tomorrow with some folks I met through LinkedIn.  They have a specialty product I’d like to hear more about.”

“Oh we know them. In fact, we’ve used their product, says the CEO. Let us know if you find out anything pertinent that might be helpful to us as well.” (World gets smaller…)

The day came. My son was available. Traffic showed a clear, 1 hr, LA drive. We loaded up Google Maps and headed to the meeting. We arrived right on time. After navigating through the parking lot, then the coffee shop, we found our LinkedIn friends. They were sitting outside. It was warm. The air smelled fresh. A light breeze was blowing. The atmosphere was inviting. My new friends were very welcoming and engaging. The discussion started. It moved quickly to common points of reference and insights. Shortly into the discussion, it became obvious to me that there was a potential opportunity to leverage our friend’s product with people and companies that I knew (dots to connect as I say.) To connect them to people and products that had influence and application. Discussion became deeper. I asked questions. My son asked questions. We were all deeply engaged. We were looking at  product samples. I asked them to tell me more about their story. I asked them about their goals and plans within the space that I was familiar. They stated them within A Five-Year Plan.

” 5-years, I asked? You don’t have 5 years. What about two to three years?”

“What do you have in mind, they asked?”

“I tell you what I have in mind related to speed to Market. There’s no reason for you to wait 5 years. There’s front-end application for this now if the value proposition is clear. Buyers downstream need to understand the economics. This is an investment to facilitate a reduced life cycle cost downstream. There are events and groups where you need to connect. There’s Sales managers, business developers and marketers that you need to meet. You need to get in front of the right people. How about if I provide you with a proposal. I’ll help you evaluate the market channels and client prospects.”

“I think we would be very interested, they said. We’ll talk to the CEO and COO and ask them what they think.”

Much more transpired. We adjourned on time, shared business cards, created follow-up plans, and then headed our separate ways (My way was to the nearest In-and-Out Burger for lunch.)

The next week I got a message from my contact saying that the CEO and COO wanted a proposal. They were interested in what I had to offer. I asked for email addresses. They were provided. I set up a new job number. I started a proposal in draft form. It’ll be in their hands soon. There is an opportunity to help them get deeper into one of their market segments, to potentially increase their market share, their top-line revenue, and profitability. All from one simple LinkedIn connection request. From intention and interest. From a simple 1-hour connection point with people who care about their product and who want to improve their lives. All around a cup of coffee, at a table outside, on a sunny day in Southern California.

Related to LinkedIn as an example of a social media platform for business; we can simply accept connections and be done, or we can respond, be invitational, and start a conversation. When we create conversation, we may drive to a deeper level. If someone doesn’t want to engage back, they simply won’t respond. But if they do want to engage, it can quickly lead to more; and we don’t know what “more” may be. This is just one instance for me where a simple social media connection request turned into an opportunity to create and express value for both parties.

How are you doing in social media and relationship-building? Are you disregarding the potential value and connections with people, and with building relationships? Are you simply requesting and accepting connections without taking it any further?Are you posting things about yourself and your company without ever attempting to create value to others?

Everything has a context. Social media itself doesn’t build a personal relationship. It provides a connection point through a platform. Don’t simply accept a connection and sit idly without any further conversation. There’s a person on the other end, not a digital entity. There’s a person that works for a company who wants to continue improving their life, and the lives of those around them. Look for common interests or common spaces and places to connect. You’ll be surprised at the dots that can be connected over time. And even if nothing transpires from it related to business, the time invested in a relationship is worth it. People have value. People are looking to connect and build community. People have a story to tell. It’s enough to simply meet someone and share coffee together.

Here are a few follow-up thoughts and applications. These things are good to remember.

  1. Never take anything for granted. We don’t know where a connection will lead. I could write many more stories about my experiences.
  2. Initiate a conversation. A real one, not an auto-response. Make it relevant
  3. Remember, there is a real person on the other end
  4. If you are not generating potential leads through LinkedIn conversations, then you’re not getting the full impact. Dare I say, you’re not using it to the fullest?
  5. Share your email address directly in the message. Include your website link, even though it is already on your profile. It’s much easier to carry forward when you can reach each person via Outlook and set a Calendar meeting.
  6. Some of these connections and touches should lead to new relationships, new proposal opportunities, and new business. I’ve done it and experienced it 1st hand. The same is true for Twitter.
  7. Never say never, except to say “Never assume you know anything.” I’ve fallen prey to getting dry, lacking creativity, and being complacent. We know nothing about our connection’s real needs, their companies, and their desires, until we listen and engage
  8. It’s not about the number of connections. It’s about the depth of connections. Size matters, but only to the extent that the connections are relevant to your domain, interest, background, capability, values.

The next time you request or receive a connection, initiate a conversation. Make it relevant. Be interesting. Keep it succinct. As I stated in my blog post, “Inclusive or Exclusive,” you might be surprised at what happens.

The Extraction Scenario

Posted on by johnlwheaton1

 The extraction scenario is about understanding that as owners, you and I will not always be present at our place of business. At some point we will be gone either by choice or necessity. Have we worked through that scenario? Have we envisioned the office or business with us no longer present? The extraction scenario should drive our decisions day after day. Is this work repeatable? Is this work sustainable? Can someone do this instead of me? Can someone else do it better? Do these clients  have a person that they’re connected with here? Everyone is extracted at some point. The extraction scenario needs to be part of our strategic plan.

 

MY OFFICE

Posted on by johnlwheaton1

…..is about the smallest one in the joint. When we built our current office about nine years ago, my partner and I wanted our people to have the highest ceilings and the most square footage that we could afford in order to facilitate creativity; facilitate “room to breathe.”

We push hard. We work in a high-stress field; its deadline-driven; time-sensitive. Margins can be tight and decisions are critical. As owners we have a lot of responsibility, but we also have opportunity and options that others can not experience. As an owner, why take the biggest office? What kind of culture does that facilitate? Do we really believe in valuing our people? Do we really care? Are we willing to put our money where our mouth is? Are we willing to build a space and an environment that represents and manifests that we care?

Not to mention that the bigger my office, the more paper I accumulate. I wanted to be forced to delegate; to get stuff off of my desk! I wanted to be able to keep as little in my physical office space as possible. The smaller my space, the less time I need to spend in it.

That means more time being mobile and less paper on my desk. It means more work being put in the hands of others for them to take ownership, and to build a name for themselves within the organization. It means more electronic work and digital files. It forces disciplines in the right areas for me.

I don’t have a parking space with my name on it either. I’ve never been a fan of that scenario. I think its pompous. If anyone should have a parking spot with a name attached, it should be for the “servant of the month,” or maybe the person that has to put up with me the most. I’ve also got a hand-me-down chair for visitors. I have an Ikea wrap-around desk that works just fine. I’ve got a backpack rather than a briefcase, and it’s my mobile office. I do have a triple monitor system and a docking station that I use in order to make things super efficient. It allows me to work as productively at my desk as possible. I prefer to invest in tools and people, not needless perks. Ownership, when done right, has enough built-in perks. Ownership has other privileges. I’ll pass on the bigger offices and parking spaces. How about you?

Inclusive or Exclusive

Posted on by johnlwheaton1

So are you inclusive or exclusive?

Most of us like to think we’re inclusive. Our opinion, however, doesn’t really matter in this regard. What matters is the opinion of those who are on the other end of the experience with or around us.

Most of us are far less inclusive than we think, and that’s stating it kindly.

Do you know who’s responsible for being inclusive? Everyone. But it needs to be, as a minimum, the person who is, or is becoming, a leader. It’s easy to take the simple route by excluding people. It takes effort and intention to be invitational. Leadership is intentional. Leadership is inclusive.

We’ve all felt the pain of being excluded. When we take that experience and become inclusive with the folks that may not crack into our group, our perceived social structure, our meeting, or our inner circle, we are reversing the pattern.

When we share with other people for their benefit, information we’ve learned at work, that’s being inclusive. When we invite into any space a person that we don’t always understand, don’t know well, or that is different from us, we are being inclusive.

Are you and I being more inclusive or exclusive? Try going outside the comfort zone and extend an invitation. Broaden the circle. When circles get larger, they capture a broader area. Sometimes they overlap with other circles. The overlapping space can lead to something special. We might be surprised at what happens.

Panels, Panels, Panels

Posted on by johnlwheaton1

L/60

L/120

L/175

L/180

No deflection limit?

Stress only?

Center of panel ?

Gross or net?

What about the stiffener itself?

Why the inconsistency in metal panel deflection criteria? Is it a lack of understanding on the part of specifier’s? Is there no cohesion or clarity in the panel industry? Not a clear standard? All of the above? I have my viewpoint, but I’ll be silent on that for the moment.

I’ve performed deflection and stress calculations on thousands of panels and hundreds of jobs. Allowable deflection criteria changes on a job by job basis depending on the specifier, consultant, or architect. There’s no need to have a subjective performance standard.

A panel is a flexible membrane element. It’s not stiff like glass; it’s not brittle like stone.  It takes multiple forms. It’s an infill element in a curtain wall across a pressure gradient. It’s a pressure equalized panel in a spandrel cavity. It’s a rain-screen panel over a stud wall. It’s formed, bent, part of a sunshade or louver. It’s a soffit panel or fascia. It’s composite ACM, sheet, plate, perforated, aluminum, stainless, copper. Panels take many forms.

Whatever form it takes as a facade element in the enclosure, AAMA (the American Aluminum Manufacturers Association) calls for a deflection limit of L/60 for panels under pressure (glazed-in panels or across pressure gradient.) This is the correct standard and most balanced with stress considerations for panels under load. However, some manufacturers, installers, and facade engineers don’t even want to recognize deflection as a criteria. They only want to consider stress. This is a worthy debate.

For sheet and plate that is 4mm, 6mm, 1/8″ or thicker , or gauged stainless steel, we should establish and support a consistent standard of L/60 for panel deflection.  I’ve never seen a metal panel fail at a Mock-Up or on a Project due to deflection issues if stress is within allowable limits and L/60 is used as a criteria. Just be mindful of the context (like all design considerations.)

Certainly there may be contexts where a panel should have a smaller deflection limitation, but this should only matter if it’s at a seal line or adjacent element could be jeopardized due to a typical deflection. Design professionals making subjective decisions based on lack of knowledge or fear, creates conflict and difficulty for panel manufacturers, engineers, and others that support the facade industry.

I’d like to hear from others in the industry.

A Tale of Client Acquisition

Posted on by johnlwheaton1

Tami: “John there’s a message on your desk from a contractor. They are looking for some documents from us from 2007. The GSU job.”

Me (not enthused): “GSU? Hmm. Let me check this out and see what he wants. I’ll call him back when I can get to it. We’ll have to get the archive company to pull the boxes and deliver to the office.”

Next day:

Tami: “John there’s a gentlemen on the line. He’s a glazing subcontractor. He’s calling about the GSU project.”

Me (slightly more interested): “OK. Thanks.”  “Hello, this is John. How may I help you?”

Glazing Sub: “I’m looking for some reference material; some calculations on the GSU project. We are removing 12 lites of glass to make way for a new bridge connection and integration of its new enclosure. The GC said that you had done some work on the project.”

Me(eyebrow raised): “Interesting; Are you doing both the demo/removal and the new cladding for the bridge?”

Glazing sub: “Nope. We are just preparing the opening.”

Me: “Hm. That sounds like a potential coordination issue. That’s a unitized curtain wall on the existing building. What is it that you need?”

Glazing sub: “I need the calculations so I can get them to an engineer to provide some anchor design and sketches for us. I need to know how to hold the remaining wall in place.”

Me: “We are an engineering firm and I was the engineer of record for the job for XXXX (no names) Glass in 2007. Have you secured someone to do the work?”

Glazing sub (future client): “Not really. I mean, I have a guy that can do it, but it’s not 100%.”

Me: “Well would you be interested in working with us? I mean, we do this stuff. I’ll send you our electronic services catalogue. I’ll include my contact information. If you’re interested, and can send me the scope of work, I can review it and see what you need. I’ll let you know what we can do, and I’ll provide a quotation. Does that work for you? What is your email address?”

Glazing Sub (interested); “Yes. That could work. It’s xxxx@xxxx.com. Thanks. Send me your stuff and I’ll send the architectural drawings to you.”

Me: “Where are you all located? ”

Glazing Sub; “Oh, we’re in North Carolina.”

Me: “Really? We have a North Carolina office and business. Do you have a need for these kinds of services on a regular basis?”

GS; “Yes actually, we do. We may need to have you guys in our system. When you forward me your info, I’ll share it with other folks here.”

Me: “Thank you. I’ll send it right over.”

Email is sent, info shared, scope of work document received, cursory reviewed. Next day; new phone call:

Me: “So describe to me again in more detail what you intend to do.”

GS: “We want to anchor above and below at the wall that remains, prior to removing the curtain wall between. We will need to have an anchor at the bottom of the top unit, and the top of the bottom unit.”

Me: “I hear you. Let me do some more digging. I think it would make sense for us to do this work for you if the scope and fee is aligned with your expectation. We know this building and the curtain wall details. Did you include budget for engineering?”

GS: “Yes we did. Any idea what you would charge for something like this?”

Me: “Hmm. Good question. Often times this type of work will be in the $2,500 range, but there is no guarantee. I can better define the fee once I dig into it.”

GS: “John, if you get me a proposal in that fee range I’ll sign it, get you a purchase order, and get you in our system. I’ll have our admin send you our information. In the meantime, we will need a W-9, certificate of insurance, and other information to get you all set-up.”

Me: “Got it. Let me get that in motion on my end.”

The next day, I review the information, pull the drawings and calculations. I know this location exactly; this 6-unit wide “notch” area in a nook of the building. There’s now a bridge intersecting it. The architectural drawings reveal incomplete detail and vague concepts at the wall system that is being removed. As I review, it becomes clear that there is much more time involved than what I outlined on the phone. I place a call.

Me: “Hey Mr. Client, hows it going? Well, there’s much more here than meets the eye and now we’ve both got quite a bit of time invested in this process. The slabs are variable depth across the three units between L5 and L6 that are being removed. The top unit is being removed right at the stack joint. Every anchor is a dead-load anchor at the floor line. The top anchor will now be exposed to the interior of the building since the stack is right in line with the top of slab. If not, there will have to be some type of mullion extension to reach the face of slab. It’ll have to stab up inside the cavity of the vertical mullion if that’s the case. The top of the bottom unit is cut at an intermediate horizontal. The verticals run-through. It’s now gonna hang  three feet below the slab. It might have to be dead-load anchored with a kicker or supplemental piece of steel spanning across the opening because there is nothing there to which we can attach. If it’s steel or a kicker, that will mean post-installed embed plates to the bottom of slab to support the steel and then some kind of knife plate or duplication of the prior anchor to the steel. Plus, the mullions will have to extend through where glass is being removed and project upwards in order to provide an anchor surface to which we can attach. We also have to re-analyze the mullions to get new reactions. Now there are two jambs with different loads as well. All the mullions are two piece assemblies. We have to check stress and deflection of the four vertical mullions remaining across the opening, define the anchor loads, and then sketch anchor concepts. This will be iterative. I can’t do it for the fee I outlined. Is that a going to be an issue?”

GS: ” Well John, I’ll be honest; I’ve got about $6,400 in this engineering budget. Can you keep it around or within that number?”

Me: “Well thanks for sharing that info. That sure makes the conversation much easier. I think I can do it for a little less. I’m in the $5,600 range right now in my tasking. That would leave some margin in the event there’s something unexpected.”

GS: “That works. Get it to me and I’ll have a P.O. in your hands by the end of the day, or 1st thing tomorrow. Can you start immediately?”

Me: “I can start next Monday (three days later) and get an engineer on it full-time.”

GS: “That works. This will be good. We are looking forward to working with you. Glad we made the connection. Thanks for taking care of us.”

Me: “It’s my pleasure. I had no idea you all existed. Shows me that no matter how much I think I know about the market, there’s always a potential client out there that has a need that we know nothing about. I’ll get that proposal to you by the end of the day.”

My take-away?

A simple phone message that I didn’t follow through on right away becomes a new client, a new project, a new relationship, a need to service, a problem to solve, a monetized activity, a collaboration, a possible future together B2B.

So……

Never take anything for granted.

Create a dialogue

Tell a story

Connect the dots

Speak from a platform on knowledge and understanding

Be clear, be concise, listen, understand

Take it one step at a time

Be humble

Enjoy the process

Working Remotely

Posted on by johnlwheaton1

If you own and operate a business, and if in particular you are a business start-up founder like me, you’ve got to have the ability to work outside of the office. It’s important for a variety of reasons. First you’ve got to build tools and systems that allow for efficient work whether in or out, and also have dashboard monitoring of financials, marketing, operations, CRM, etc. Without this the business has not started to become an enterprise that is scalable. Also, if you’re like me, or share my experience at all, you may have held many of the job titles or positions in the business on your growth path. This is a strength and a weakness. When you know the work and business deeply at many levels, there’s a tendency to want to over-compensate and plug the gaps yourself. This is good and necessary when bootstrapping, but it’s a liability once you’re trying to build a team and a maturing organization. Being embedded inside of the office does not allow an objective view for the highly engaged owner. You can’t see things as clearly from within, despite what you may think. People depend on you; you’re efficient; you can get stuff done; it feels good to “know your stuff.” It also is a major empediment and roadblock to future growth. You’ve got to get out of the way. Forcing yourself to “go remote” offers a step in the right direction and completely new perspective. You aren’t physically present. It CAN’T be the same. Once out you’ll be able to see very quickly where you’re over-compensating, where there are real gaps, lack of process, people isssues, unclear role definition, positives, negatives, who is stepping up to assume responsibility, and how well the business functions without you directly involved. You’ll be able to assess functionality from a people and systems-based set of solutions; from results orientation. Strengths and weaknesses are exposed very clearly. It can be uncomfortable because you’ll have to allow for new types of mistakes. You’ll have to coach to the mistakes and not fix them yourself. You’ll delegate in a way that was not known prior. Our mentality should be “always present just not always physically there.” And you should connect daily with your people so that you manifest this reality in your actions. Get used to it. Try it on. Adapt. Phones, mobile devices, cloud, computer tools, apps, and other remote tools can facilitate this while you untether. If you don’t, you’ll hit roadblocks. You’ll limit growth. Plus if you, your staff, clients, and interested observers are really thinking, everyone will know that the more sustainable an organization, the more it functions without the direct daily involvement of the owner(s), founder(s), the more valuable it is to all involved. Stay tuned as I share more experiences on this topic.

Culture, Profit, & Balance

Posted on by johnlwheaton1

On Companies, culture, profit, and balance:

Emphasis only on Culture without caring about profit is called a party

Emphasis only on profit without caring about culture is called drudgery.

Neither model has long-term value to those inside or outside.

A good culture with a sustainable profit is a thing of beauty.

And good (or great) cultures should generate value and produce a profit.  Profit is not a dirty word. Without a profit, companies can not invest in their people, their community, and in “looking around the corner” to continue to innovate, grow, create opportunity, & produce value. Between the extremes, there is a balance. A sustainable space. Creating and sustaining a positive culture / community and sustaining profitability are not mutually exclusive. Both should be sought. There should be balance.

Where does your organization lie on the continuum? What influence can you have to shift to “better”?

Statement vs. Action

Posted on by johnlwheaton1

Instead of stating the obvious, or simply stating the emotion, state the action required or resolution instead (or in addition to.) You’ll save a lot of energy.

Replace “Man, I’m tired” with

“I’m going to sleep now”

Replace “I’m overwhelmed” with

“Can you help me review my priorities?”

Replace “I hate my diet” with

“I’m going to cut out sugar starting immediately”

We waste a lot of energy communicating our needs, frustrations, and anger. There’s a place for venting and emoting, but then if we don’t want to be stuck we’ve got to move on. We’ve got to act. Better yet, move straight to the action.

Viewing Reality

Posted on by johnlwheaton1

One way to succeed in a chosen domain is to be able to view reality through a different grid; a different filter; to see things uniquely. This might be in one’s DNA or it might be a product of environment, choices, experiences. How it happens is not clear to me. But it seems that the broader and more diverse a person’s background, the more an individual can apply the diversity and experience in a unique way to their chosen field, work, domain.

For instance, I know several musicians that played professionally, or studied music in college and then went into the IT field. Guess who turned out to be the best communicator and manager in their space? The musician. Technical people that can play music, write, or know a foreign language also typically excel. Learning or doing something completely outside one’s field, stepping out of a comfort zone, makes them better at what they do. Every experience leads to more cross connections and viewpoints.

I say the best at what they do mostly come at their field from a different point of reference, a different experience base, a different educational background. Sometimes, or perhaps often, these people can not stay in a set company, established culture, or “this is the way we’ve always done it” environment. They’ve got to step out; start the new thing; create the new business, the new culture, the new product.

Travel, study, read widely, hang out with people younger, older, different, study other businesses, talk to people, listen to testimonies, be real, ask questions, embrace curiosity, seek community, grab an instrument, sing, play games, hike, run; you get the picture.

Niche, new, or disruptive is not created by following the crowd.