The Best Point You Can Make

When your team is invited to sell itself to a selection committee, you often need to talk about a lot of stuff. This makes it hard to stay focused and clear and on point. In today’s vlog post, Pete shares his thoughts about how to avoid all that and make the best possible point you can with each topic that you need to cover.

Learn more about how we can help with your group interviews and sales presentations here.

Make Recommendations, Not Just Points, in Your Interviews

One of the most common mistakes we see in shortlist interview coaching is this: teams gather to discuss what they should talk about, and they end up listing topics instead of making points. The content becomes informational—accurate, thorough, even smart—but it lacks a clear recommendation that guides the client toward success. In AEC interview preparation, that distinction matters.

When we work with teams during business development training or group presentation coaching, we help them evolve the quality of their “point.” Early on, it might sound like, “This is important to pay attention to.” That’s progress. Then it becomes, “This is important for this reason.” Better. Next, “If you focus on this, you’ll benefit in this way.” Good… but not quite there.

Where we really want to take teams—especially in competitive pursuits—is toward a recommendation.

A powerful interview communicates: “Here’s the challenge. Here’s the outcome you need. And no matter who you choose, we recommend you address it this way.” That framing elevates your expertise and embodies client-focused, leadership-level communication.

When AEC teams think this way, something important happens. They stop sounding like presenters and start sounding like partners. They position themselves as experts so committed to the project’s success that they’re willing to give away their best thinking for free. That’s presence coaching in action—showing confidence, warmth, and purpose rolled into one.

And those recommendations do two high-impact things:

  • They imply, clearly but humbly, that you’re the best team to implement the solution you’re recommending.
  • They demonstrate a selfless desire to improve the project, regardless of who gets the job—an integrity move that builds trust.

So here’s your takeaway: in every interview, don’t just explain the topic—take a stand. Offer recommendations. Show how you would help them succeed. That’s how you come across as the obvious choice in a crowded field.

Give it a try. Let us know how it goes.

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