Managing AEC firm reputation with internal and external insights
- Katie Stern
- Dec 3
- 3 min read
In the AEC industry, we measure almost everything we build—schedules, budgets, metrics, and outcomes. But very few firms take the time to measure something just as important: how they are perceived. Not only by the clients who hire them, but by the brand ambassadors who carry the firm’s reputation into every project, meeting, and interaction.
That's where internal surveys and external perception studies come in. Think of them as the mirror and the window. The mirror reflects how your team experiences your culture, communication, and direction. The window reveals how clients, partners, and peers see your performance, reputation, and brand.
Together, they give leaders the clarity to make better business decisions rooted in truth, not assumptions.
Internal Surveys: Hearing the voice within
Internal surveys are one of the most efficient and honest ways to understand how your people experience the firm. They help you gauge alignment, identify strengths, surface friction points, and take the temperature of your culture in real time.
A common hesitation is the feeling of not knowing where to start. The best approach is to build your questions around your goals.
What do you want to understand right now?
What patterns keep resurfacing?
What feedback shows up in team meetings, check-ins, or exit interviews?
Once the responses are in, leaders often ask what to do next. The value is not in the survey itself—it's in the action. Share the themes. Address what can be improved. Reinforce what is working. When employees see visible follow-through connected to their voices, trust grows and engagement strengthens.
External Perception Studies: Seeing what clients see
External perception studies extend your understanding outward. They offer candid insight into how the market experiences your work, your people, and your brand. They help you see what clients value most, where frustrations might surface, and how your reputation shapes opportunities.
A key part of this work is having a neutral third party conduct the conversations. Clients tend to be more open and honest when speaking with someone outside the firm. Virtual one-on-one conversations create a comfortable setting that allows people to share details they may not otherwise volunteer. This is often where the most valuable insights appear, including perspectives firms were not actively seeking but absolutely needed to hear.
Many leaders wonder what this process looks like or how much structure is required. The reality is that when handled thoughtfully, these studies lead to clarity. They uncover patterns that matter and give your firm an honest view of how clients experience you today.
Do you need to do both at the same time?
Not always. The order depends on your most pressing business need. If you're focused on culture, retention, or alignment, start internally. Understand how your own people experience the firm before expanding the lens. If you're evaluating reputation, growth potential, or positioning in a new market, begin externally. You may need a clearer understanding of how clients make decisions before shaping internal messaging. Approaching the work in phases allows one set of findings to inform the next, keeping the effort manageable and aligned with your strategic priorities.
From data to direction
The most powerful insights emerge when both perspectives come together. Compare data sets to assess questions such as:
Do employees believe your strengths match what clients value most?
Is the culture your team feels the same one that clients experience?
Where do internal perceptions and external realities differ?
These intersections are your opportunity zones. They help you focus your strategic decisions and improve communication, client experience, and brand consistency.
Timing and cadence
There is no universal schedule, but a simple rhythm works best for most firms.
Internal surveys: Annually or every 18 months
External perception studies: Every 18 to 24 months
These efforts aren't boxes to check. They're checkpoints that keep your firm grounded in truth.
AEC perception studies: The bigger picture
This work is driven by curiosity and a commitment to clarity. It creates space for honest conversations and gives leaders the information they need to guide the firm forward with intention.
Your data is your compass. It shows where you are aligned, where you have drifted, and where your next opportunity for growth exists. The firms and leaders that listen, both internally and externally, are the ones that stay relevant, trusted, and positioned to grow.