EBOOK
About
In Selling Trust, Victoria Hatfield makes the case that architecture, engineering, and construction firms do not sell drawings, buildings, or systems. At the moment a client chooses a firm, none of those exist yet. What the client is buying is trust, and the people best placed to build it are the technical professionals doing the work.
For decades the industry has treated business development as a personality trait, reserved for a charismatic few, while engineers, architects, and project managers were told to stay focused on delivery. Hatfield argues that this division was never accurate. Business development is a set of learnable behaviors: pattern recognition, curiosity, and follow-through, practiced consistently between projects rather than in bursts before a proposal deadline.
Structured in six parts, the book moves from the beliefs that hold technical professionals back to a different philosophy of business development, a small set of core practices (managing the network you already have, communication habits, storytelling as sense-making, strategy that begins before the RFP), and the culture and leadership questions that decide whether a seller-doer model holds. It closes with the long game: how competence and judgment become influence, and how a technical professional becomes the trusted advisor clients call before a project exists.
It is written for engineers, architects, and construction management professionals who have been asked to bring in work with no training in how, and for the firm leaders who depend on them. It also shows how business development professionals can lead a culture of growth through market intelligence, strategic positioning, coaching, and connecting opportunities across the firm.
For decades the industry has treated business development as a personality trait, reserved for a charismatic few, while engineers, architects, and project managers were told to stay focused on delivery. Hatfield argues that this division was never accurate. Business development is a set of learnable behaviors: pattern recognition, curiosity, and follow-through, practiced consistently between projects rather than in bursts before a proposal deadline.
Structured in six parts, the book moves from the beliefs that hold technical professionals back to a different philosophy of business development, a small set of core practices (managing the network you already have, communication habits, storytelling as sense-making, strategy that begins before the RFP), and the culture and leadership questions that decide whether a seller-doer model holds. It closes with the long game: how competence and judgment become influence, and how a technical professional becomes the trusted advisor clients call before a project exists.
It is written for engineers, architects, and construction management professionals who have been asked to bring in work with no training in how, and for the firm leaders who depend on them. It also shows how business development professionals can lead a culture of growth through market intelligence, strategic positioning, coaching, and connecting opportunities across the firm.