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How to change their world. Some thoughts on influencing people, 'selling ideas'
Michael McGrath Eli Lilly and Company
Fellow (Hon.), School of Medicine, Pharmacy & Health, Durham University, Durham
Birmingham, Thursday, 23 October, 2014
Approved UK legal per JCairns 16.10.14
Emotions, expectations govern people. Change disturbs.
Under what circumstances is change welcomed? • ..\..\Courses & Ws 2013\Insights Module 3\videos\TheFunTheory.com.wmv
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Harvard Business Review, Prof. John T. Gourville • June 2006
- Be aware of what we are asking people to do.
- Each situation (quadrant) has its own set of best practice methods for
success.
EASY SELLS
Limited product and
behaviour changes
SMASH HITS
Significant product
changes, limited
behaviour changes
SURE FAILURES
Limited product
changes, significant
behaviour changes
LONG HAULS
product and behaviour
changes
LOW HIGH
LOW
HIGH Degree of product change involved
Degree of
behaviour
change
required
Source: HBR reprint for which copyright permission was purchased
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Adapted...
EASY CHANGE
CHANGE SELLS
ITSELF
SURE FAILURE
LONG, HARD ROAD
LOW HIGH
LOW
HIGH PERCEIVED degree of incremental BENEFIT involved with the change
Degree of
behaviour
change
required
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Identifying and overcoming the bias
when trying to get people to 'change'
• endowment bias
• overvaluing what you have
• loss aversion
• unwillingness to let go – raising high barriers
• "I need more information, proof"
• confirmation bias
• everything you hear or see fits with existing
beliefs
• don't see any reason for change, benefit
I: The relative ease or difficulty of achieving change
• In pairs
• Consider a specific CURRENT situation where you are attempting to influence, drive change.
• Roughly locate your situation on the matrix.
• Consider the person/role you are trying to convince. What biases are involved ?
• Given this context (matrix, biases), discuss what your approach, messages, tactics might be.
• 15 minutes
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
The challenge we face: Effecting change in
mindset, process, attitudes, beliefs...
Photo source: Getty, copyright-free images
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
The people we try to influence are multi-faceted.
See them as job-holders - as well as humans.
Photo source: Getty, copyright-free images
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Influence, overcome biases by considering...
motivation
ACHIEVEMENT
ACQUISITION
TO BELONG
AUTONOMY
AVOIDANCE
TO LEARN, UNDERSTAND
DOMINANCE
TO PROTECT
RECOGNITION / EXHIBITION
TO EXPERIENCE
TO BE SAFE
Source: LMI training
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Influence, overcome biases by considering...
the spectrum of attitudes, beliefs
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Influence, overcome biases by considering... competing realities and demands on your vis à vis
Personal
Expectations &
Experience
Photo source: Getty, copyright-free images
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Ultimately, successful influence depends on having
and leveraging deep insight into your target
audience
Photo source: Getty, copyright-free images
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Try to engineer the change experience
to be as positively as possible
• Carrot rather than stick
• Trust
• Personal relevance
• Learning and growth
• Patient benefit
• Fit with the personal, professional and cultural
realities
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Adopted from Barry Tomalin, Mike Nicks: The World´s Business Cultures and How to Unlock Them
Used with permission (Cornelia Andriof, Kraft & Partners)
Personal Cultural Profiles Some key points to consider when trying to drive change
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Personal Cultural Profile US / D / UK
US D
UK
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Direct Indirect
▌ Explicit – gets to the point
▌ Criticizes
▌ Faces disagreement
▌ Addresses issues directly
▌ Circles around the point
▌ Saves face
▌ Avoids disagreement
▌ Addresses issues “sideways”
Where are you on this scale?
1. Communication Style
direct indirect
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Formal Informal
▌ Prefers business dress
▌ Uses surnames and titles
▌ Closed door
▌ Prefers more formal style of
speech
▌ Prefers to „dress down‟
▌ Uses first names
▌ Open plan / open door
▌ Prefers more familiar, intimate
style of speech
Where are you on this scale?
2. Working Style
formal informal
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
Fast-moving Slow & measured
▌ Interrupts more
▌ Talks more and quickly
▌ Conversation has to keep
moving
▌ Dislikes silence
▌ Never interrupts
▌ Prefers measured tone and
pace
▌ Pauses are acceptable
▌ Tolerates silence
Where are you on this scale?
3. Discussion Style
Fast-moving Slow & measured
Company Confidential
Copyright © 2013 Eli Lilly and Company
Approved for external use only, November 2013, UKCPR00145
II: Personal cultural profile
• Work with the person next to you.
• Please fill out the profile for yourself.
• Review each other's profiles.
• Discuss your similarities and differences.
• How does this insight effect how you work
(communication and interactions) to influence,
overcome bias, drive change?
• 15 minutes.