7 ways to tame an expert
By Roshan Sahukar, Tender Specialist (Sydney)
If you’re an in-house bid manager, tender coordinator or tender writer, you’ll need the cooperation of a wider bid team in pulling together a strategic and comprehensive tender response. Subject matter experts (or SMEs) know their stuff but are not always easy to pin down, especially at the start of a tender process before a sense of urgency kicks in. If you’re new to the business, working with SMEs can be challenging as you learn to navigate the team culture and figure out how to get the best out of your contributors. Here are a few ways the team at Tender Plus gets a new bid team on board from day one.
1. Understand who you’re working with
There are a few personality types we get used to seeing in a bid environment, and we know it’s worthwhile to identify the different characters on the team from the outset. A phone call to a lead author or SME helps to introduce yourself is essential, while (a) working out who you’re dealing with and (b) reminding them you are here to help and that you’ll require their assistance, too. But it isn’t always that easy. If you’re finding it hard to pin an SME down, take a moment to work out their personality and motivation. Perhaps they’re slippery like an eel and need to be convinced that the bid is a valuable use of their time. Or unsure about bidding and would benefit from some hand holding. Or if they’re deadline driven, they might be more of a last-minute type who might need some additional parameters in place to get the job done. Knowing who you’re dealing with is the first step to achieving a productive working relationship. It also pays to be patient. Your average SME is likely pulled in a million different directions in the course of a working day, so it’s worth your while to acknowledge this and make sure you’re bringing them in at the right moments in the bid.
2. Identify avenues to connect
Connecting with subject matter experts during a bid process is often the simplest and most effective way to get the best from them during a tender. Look for ways to do this from the outset, but also seek to maintain the relationship as the bid progresses. Some bid teams set up a regular town hall or morning tea where teams can gather virtually or in person. Don’t skip these catch-ups. They might start slowly but if you stick with them week to week they’re a good way to build relationships and assist you in working together as a team. The key to getting the best out of others is often authenticity, and simply being your genuine self is still the OG and best way to connect with people.
3. Establish rapport
A genuine natural connection between colleagues is underpinned by trust. As a submission manager, establishing and maintaining that trust with a client, consultant or SME means they are more likely to pick up the phone to ask you a question or seek guidance. Genuine rapport within a bid team is invaluable for getting the job done.
4. Have a laugh
Bidding is a serious business, what with the detailed requirements and the probity and the millions of dollars at stake. But that doesn’t mean there is no room for a little fun. Sometimes humour is a great way to get the best out of a bid team. If you can have a laugh together, you might it easier to keep going when the pressure starts to build.
5. Communicate effectively
If you’ve ever been subject to a conversation with someone who insists on telling you all about their achievements without showing any interest in your own, you’ll know that this is not a way to foster a positive connection. Nor an effective communication technique. Instead, be curious. A true two-way conversation consists of active listening from both parties and a bit of give and take. Plus, it’s the best way to foster relationships and get your message across respectfully while learning how to work together.
6. Make time to develop relationships
Once established, rapport should be maintained. Because as easily as it can be formed, rapport can be lost. It takes time to develop, grow and maintain working relationships. This means prioritising relationships. This might mean physically adding time to your diary to call people and check in, then follow up later. This doesn’t take away from the genuine nature of your connection, it’s like scheduling regular catch-ups with friends to ensure you make time for each other.
7. Elicit and offer feedback
As tender consultants, we aim for continuous improvement when assisting clients on a tender. We undertake a rigorous debrief following submission and work out what went well on a bid. As part this, we ask, what could we do better? Asking for feedback within and between organisations doesn’t make you look needy, it shows that you care about the service you provide and demonstrates you are always seeking to improve. And perhaps some gentle feedback would be helpful to your SME so they can improve their approach to bidding, too?
Want to learn more about the human dynamics of tendering? Try 5 Easy Ways to Improve Tender Stand-Ups and How to build strong tender teams.
Tender Plus offers tender strategy, tender management and tender writing support nationwide via our talented teams in Sydney, Brisbane and Perth. Reach out to find out how we can help you win work.