1. Be direct and clear. 2. Stick to the topic, with little discussion about things outside of work.

1. Use humor to create an informal environment. 2. Use emotional language or speak in extreme terms -- like "outstanding" or "I love that idea".

1. Make sure to get your points out first and explain why they are right. 2. Be prepared for criticism and have a couple of topics ready where you will immediately give in.

1. Discuss the person's interests outside of work. 2. Limit the conversation to just two topics, since the conversation will likely go into detailed stories about

Ability to build relationships

Ability to explain design decisions in multiple languages

Ability to plan and schedule complex data migration

Ability to influence others

Ability to interpret financial statements

Identify a person on their staff who can explain details to them

Gather information and assess their level of interest and knowledge about technical topics

Plan out your message to explain the problem, situation and options - before communicating a decision or recommendation

Draft a high level message, which uses terms and language pulled from web sites from the top IT vendors

Keep the conversations very specific to your areas of technical expertise.

Start discussions at a high level before focusing on detailed technical items.

Explain how you are fixing problems followed by asking questions such as where lower expenses fall in their list of priorities.

Start the discussion by providing examples of what you have done for other departments in the past.

Conduct individual interviews then summarize the inputs.

Send out a survey to the representatives and the managers of each department.

Conduct one or more workshop sessions.

Distribute two industry benchmark reports then run a conference call to hear opinions and answer questions.