Your job is to engage the audience

“Your job is not to please the audience; your job is to engage the audience. And it is in the engagement that then they will be pleased.”

Nora Dunn from Saturday Night Live said this in one of my classes and it has stuck with me ever since. So often in this business, we sit down and think we have to talk. Or our physician might open with something to the effect of, “What have you got for me today?” Make sure you switch it around to get them talking, to engage them: “Any interesting patients this past month?” or “First let me ask what would make our time together successful for you?” (This is a standard coaching question so that you can get right to the need and set up a goal for the meeting.)

At the end of the meeting, you can then say, “What was most useful about our talk for you today?” This too is a coaching question to put a cap on the session and mark progress. Just ask the question and go quiet to give them time to both think and feel it is their turn to talk. The mistake many make – even professional interviewers – is out of nervousness, anxiety, or a desire to show what we know; we add possible answers to our questions, “Was it good?” or “You know I mean this past 20 minutes.” Doing so doesn’t allow the person to find their own answers because they are busy listening to yours.

“The first time I meet them I know nothing."

“The first time I meet them I know nothing.” A sales friend of mine said this was the key to his success! And he was affectionately known as the guy you go to for help. I probed, of course, and he said that although many of his clients old and new have the same issues, “I always treat them with curiosity and openness as if they were the only one or the first one. I alert my whole self to them, to their pain, to their need to say it all to me. And I do alert myself he said or otherwise I’d be a generic visitor to their pain.” How do you approach that “first visit” (and perhaps subsequent ones as well)? When we put ourselves first as the receiver of what is top of mind for the KOL (or anyone), we are in a better position to provide what they really want from us.

Choosing a presentation for your next MSL interview

I am often asked my perspective on what topic a candidate should choose for their interview presentation, whether that is a student interviewing for a fellowship or an aspiring MSL looking for their first industry role. My advice is to pick a scientific topic on which they are familiar and confident.

Most of the time I suggest they stray away from a company publication (unless the company provides it) and instead focus on one from a competitor that is relevant to the audience.

Interestingly, a student pursuing a fellowship told me that they were told to pick any topic that reflects their interests, and it didn’t need to be about science. While this might be a clever way to get to know a candidate, I’m not sure a presentation on the optimal kayak stroke or brewing an IPA is the best reflection on the candidacy for a fellowship.

The ideal situation is for the company to provide a publication as that offers room for comparison across candidates, saves the interviewee time searching for a topic, and has the candidate learning a topic relevant to the job for which they are interviewing. A win-win-win in my perspective. Since the audience are experts on the study, they need to be cautious about expecting too much from the candidate but no doubt they are aware.

What advice do you provide to students/candidates on the topic to choose for an interview presentation?

Your S-curve journey

Would you agree that you’re a little slower as you learn something new? That can be frustrating for a highly functioning person. Imagine getting permission and space to be a little slower as you grow a new area of expertise. Would that relieve the stress associated with learning, especially when working in a high-pressure environment in which that new skill will provide long-term value?

Welcome to the concept of the “S-curve”! Charles Handy first introduced this concept as the “sigmoid” curve in the 90’s as an organizational and individual growth module for life cycle thinking. Whitney Johnson described the application of the S-curve in her 2012 Harvard Business Review article “Throw Your Life a Curve” in the learning and development space as a powerful tool used to support the development of new competencies.

From the slow beginnings of learning, we gradually accelerate our learning trajectory and then plateau as we are comfortable with this new skill and execute it with confidence. See the “S” shape forming?

When you’ve identified a new skill that you need to develop, talk with leadership about the space and time you need to journey from the tail of the S-curve, through the middle, to the plateau where you have achieved mastery (and need to start a new S-curve).

Having a growth mindset

A growth mindset allows you to add the word “yet” after acknowledging that you don’t know how to do something or if you are still developing skills in an area.

In her book “Mindset: The New Psychology of Success,” Carol Dweck, PhD outlines the concept of growth and fixed mindsets. If you have a fixed mindset about something, you may avoid new challenges, focus on failures, and believe that you cannot broaden your talent. Doesn’t that feel stifling Having a growth mindset allows you to look at challenges as opportunities, failures as a learning experience from which you can grow, and understand you can develop new skills.

Perhaps you want to play the piano but have not done so as you feel it is daunting and that you had tried in the past without success. Approaching this now, you might say “I can’t play the piano yet,” acknowledging that you can and will develop that skill.

She provides examples of celebrities that demonstrate these mindsets (Oprah Winfrey, Michael Jordan, John McEnroe to name a few) and I’ll let you guess which category these individuals personify. She describes herself as a person who evolved from a fixed mindset to a growth mindset!

It’s such a liberating feeling to know that you don’t need to be great at everything and that it’s OK to be in the development phase of a new skill. What is it that want to develop and can’t do YET?

Your favorite book on networking

We all recognize that networking is important, and it may be daunting, especially if you are out of practice. The pandemic has an impact on our networking skills and has offered us an opportunity to develop our skills in diverse ways. How did you develop your skills? What ideas can you offer individuals who are less comfortable networking?

What networking book do you recommend and is there a tip in that book you found to be of particular value? How does networking differ depending on where you’re at in your career? How may it be different if you change direction in your career?

Let’s use our experience to develop a list of books to expand our skills and foster our growth in this key area.

Your secret sauce is...

A final idea for the year, and it's a quick one...so yes you do have time to do it! Send an email to each of your KOLs telling them their ‘secret sauce' - their unique talent that you noticed this year. It might be their engaging ways, their devotion to their patients, what they have taught you, their courage, their amazing human relations skills, etc. Put it in the subject line so it won’t be passed over as a typical holiday greeting. Perhaps in the Subject Line: “Dr. Canady your ‘secret sauce’ is….” And then tell them what you have noticed in the body of the email. Do not fear doing this! Everyone, even your most reticent, inward KOL will be most pleased with this friendly feedback. (Trust us on this…we are trained professionals!)

Setting a goal and moving it forwards, one step at a time

With New Years around the corner, you may be thinking about your goals for 2025. When you set goals, do you achieve them? Perhaps you accomplish your work goals but let your personal goals sit on the back burner. Does this sound familiar?

You are more likely to accomplish your goals if they are heartfelt and if you can visualize what success looks like. Are you passionate about your goal? If so, it is easier to put the necessary time and effort into succeeding. Eat the elephant one bite at a time… Break the goal into manageable pieces and timeframes. What can you do today to begin moving forward? What can you do tomorrow? This week? Imagine how good it will feel to take one, two, three steps toward your goal, no matter how small they are. This is how you gain momentum to reach your goal.

What personal goal do you want to accomplish? What step forward will you take today?

Filling our plates

As we approach the holidays, we will have the opportunity to indulge. We will see our favorite foods, new foods, foods we haven’t had since childhood, and food we swore we’d never eat again. In some situations, we will have the opportunity to fill our plates and go back for more. For me, this reflects life. We have so many opportunities in front of us, and all outcomes depend on which ones will we add to our plate.

I was speaking with a student the other day that has a full plate with all the things you’d expect: school, work, extracurricular activities, family, and a personal life. He was struggling to deliver on his responsibilities and felt bad that he hadn’t met the goals he had committed to. No one feels good about overpromising and underdelivering. Why do we over commit ourselves? Is it related to beefing up our resume? Is it a feeling that we’re the only person that can do the job? Are we shopping for new experiences to add to our collection? Are we unaware of how time consuming these commitments will be?

When you have an opportunity to fill your plate, do you leave room or fill it to the brim? Does your method work? Is so, what is your secret? My secret for this holiday season and new year is to leave room around the edges for that opportunity (or dessert) I wasn’t anticipating.

We're published in The MSL - Journal of the Medical Science Liaison Society!

Kimberly Cremers, PharmD and I are thrilled to share that our article, Skills to Use with Your KOLs Even When Not Networking, has been published in the latest issue of the The MSL - Journal of the Medical Science Liaison Society!

In this piece, we dive into the art of effective networking for Medical Science Liaisons and challenge the myth of the "Super MSL." Networking isn’t about being an extrovert—it’s about being intentional, genuine, and strategic.

Highlights from the article include:

✔️ Dressing to stand out and make an impression.
✔️ Active listening and crafting engaging conversational identity statements.
✔️ Building rapport by remembering personal details about your contacts.
✔️ Applying human relations skills—empathy, collaboration, and adaptability—to foster meaningful connections with Key Opinion Leaders (KOLs).

We explore how these skills can enhance your professional impact and create lasting relationships in healthcare.

Take a read and let us know your thoughts: https://lnkd.in/gf6qzW4T

Plus, we’d love to invite you to join our LinkedIn community group, where we share weekly tips to help you become an impactful MSL. Join here: https://lnkd.in/gtYXWB9i

What do beach balls and emotions have in common?

I was reviewing training content about emotions, not only identifying them but also managing them, and the analogy to a beach ball was made. If you hold a beach ball under water, no matter the energy you devote to it, the ball will eventually pop up… And might even bop you in the face. Emotions are the same. You can ignore them, hide them, compartmentalize them, but they will eventually surface.

The training encouraged participants to identify an emotion, including the intensity, and manage how they react to the emotion. Self-awareness is the first step, which includes not only recognition of the emotion but how your reaction to that emotion will impact others. This is the foundation of emotional intelligence.

The next step is self-management, which is, well, managing how you react amid that emotion or a stressful situation. Is your heart racing? Have you lost your breath? Are your hands sweaty? Those are signs you may be experiencing an amygdala hijack. If unaddressed, this can last up to 18 minutes! That’s a long time to make a mistake in your communications. You determine the outcome by what you do next. Interested in self-management? Good! Start by pausing and taking a breath, then take a few minutes to reflect and assess the situation. Based on the situation, is there a way to relieve the pressure?

Why are these steps necessary during a stressful or negative situation? Taking these steps and waiting the hijacker out will likely result in a more productive outcome when you make your next move.

What to say when you don't know what to say

Ever been at a loss for words? Perhaps you’ve been challenged or feel disrespected, or you quite simply don’t know the answer. This will happen to even the most seasoned MSL. Therefore, never take things personally, even though it may often feel that way. You could even be barraged with insensitive or embarrassing language or be read out by your manager in public. Or, most dreadfully, you could suffer a sudden firing. Don’t take it personally! Instead, consider what to do about it.

Often a simple “I don’t know but I will check it out” suffices for scientific questions from your KOL. If you are being humiliated in front of your team by Manager Evil, silence is a good strategy. Another pioneered by psychiatrist Dr. Rudolf Dreikurs is to simply say, “Excuse me Manager Evil but I have to go to the bathroom, be right back!” (Few will follow you there!) You can speak to or confront Manager Evil privately later and see what it was all about. Often, they will apologize, make excuses, etc. Don’t stop there. Ask something like, “How can I be assured this won’t happen again?” Don’t take it personally!

And like Chief Medical Officers in health care systems who have a shelf life of 7-9 years, your time may come. Personalities, expectations, third parties, politics, mistakes, and any number of issues can lead to your firing. When it happens, it will be without warning, very sudden, and without appeal. No matter how you feel, switch to negotiation mode for the best severance you can get. Sign nothing under pressure.

Don’t take it personally! But of course, it will very much feel personal and there will be time for you to mourn… Just don’t do it in the moment. Your power resides in your silence. Process your feelings later. Seek whatever explanation you can get (often this will be very unsatisfying compliments of HR). Don’t take it personally!

Setting the Agenda with your KOL

Do you have a standard opening with your KOL visits? Is it purposeful? Does it get down to business efficiently?

In our attempt to be friendly, we may wind up with the openers that our commercial colleagues use: the weather, the office, the sports, etc. This works for them because the KOL expects it. Friendly banter till the message comes out. But MSLs operate (or should operate) at a different level.

So, how do you open things up? One of our MSL friends tells us that he wants to set the agenda early and often to set the expectation that he is going to deliver value. His pattern quite quickly goes like this:

“Dr. _______, good to see you. My name is ________, a Medical Science Liaison with _______, and I’d like to talk with you about your experience with (Rx) and some of our new research. So today, I first want to hear your questions, give you our latest data, and I have a question for you. Does that agenda work for you?”

You can vary this according to your relationship of course, but setting the agenda early and often, getting to the point, asking and offering may help you sound even more like the professional you are in the mind of the KOL. This is not a commercial visit! It is also a visit with promises of answers, data, and even asking for the expertise of the KOL.

However you decide to say hello, how does it help get things going and under your control?

What does my manager want?

The famous psychiatrist Alfred Adler proposed a life lived on the horizontal plane. In his time, the early 1900s, life was lived on the vertical plane, some people are ‘up’ and some are ‘down’…this was his notion of superiority and inferiority…and no one likes to be inferior for long! (The power in a vertical relationship is actually the person on the bottom…they can leave!) When it comes to managers and teams, consider acting ‘as if’ you have a horizontal relationship.

Consider your situation. You may have a great manager or one who is going to help you find your next job! Managers are “managed” by someone over them and their performance and bonus is dependent on how their managers feel about their work with their team.

Often when we receive feedback, it takes many forms, but is usually aimed at what we need to do more of, pushing us to that bottom role of the vertical relationship, even if only in our mind’s eye.

When you are on the receiving end of feedback, consider discussing with your manager how your goals fit into the manager’s goals or team’s goals… And more so how it fits into your boss’ boss’ goals.

Gaining this perspective may help you translate your work into action that makes more sense, might be easier to achieve, may lessen any conflictual feelings spoken or unspoken, and (from your manager’s point of view) may be seen as a partnership going forward.

Getting the answers to “why” will provide further clarity on your impact and how the insights you gain can move the company’s/department’s mission forward. Act ‘as if’ you are an equal and you’re your ‘feedback’ into the context of your manager’s.

Adler said, “To truly understand another person, we must see with their eyes, hear with their ears, and feel with their heart.”

An idea for your next presentation with powerpoint

When we work with both large and small teams of Medical Science Liaisons, it strikes us that as slide presentations are developed, there is little thought to how this presentation will be received. Of course, the science has to be right, but that often fills the screen in massive detail, encouraging the presenter to “massively present”! The very way we build our slides seems to determine how the slides are presented… and how they will be consumed.

What if the next time you must build a deck (or you inherit one!) you think about the audience and their needs? What if the opening to every slide has an elegant simplicity that summarizes the succeeding slide? Perhaps start with only the title and build the slide as the presenter “clears” the content and brings the audience along using the story of the data.

This helps you as the presenter to remember that the importance of the slide may not be in its detail but in its conclusion, in your take on the topic, and most importantly – as Nicholas Georgiades, PharmD puts it – on the “higher level” of this slide. The “higher level” is keeping in mind not what you present, but what the listener hears and finds useful.

We’ve all been to perfect (and perfectly boring) pharma presentations that give us little useful information, that neglect the speakers’ insights on the topic, and that, in effect, disengage us. Next time you present, consider the preceding slide before the slide… The simple, useful, helpful slide that sets up teaching through a story, not just the reading.

APPROACHING A CONVERSATION ON EVEN GROUND TIP #4

“If I could turn back time” are famous words sung by Cher that are often on repeat in my head when I’ve processed a conversation and think of all the things I wish I'd said. Sometimes it’s because I’ve thought of a funny retort but most often it’s because I know I could have done better. Unfortunately, turning back time only happens in the movies.

Practicing useful skills routinely can become an embedded behavior. Pick one to work on now, and once that is sticking, move to another. Here are a few ways to get your communication off to a good start.
·        Be concise with your questions/comments and avoid beating around the bush to get to your point. This will bring clarity.
·        Know your KOL and their interest areas and tailor the conversation to those topics or use those topics as a bridge to the content you need to share. Not sure? Ask, and listen to hear. The KOL will find value in your focus on their needs.
·        Ask clarifying questions to avoid misunderstandings and do so with a tone of curiosity. Paraphrasing will demonstrate you were listening but hope to gain clarity.
·        Be declarative when you present your data and stick to the facts but be open to different viewpoints on the impact or interpretation of the data.
·        Remove the word “like” as a filler as it can be very distracting, conveys a sense of hesitancy, and doesn’t add value to the conversation. Record yourself giving a presentation or practicing Q&A and you might be surprised how often “like” slips in!
·        Avoid using weak language as it may undermine your message and make you seem less authoritative. Hedging words (in my opinion, the way I see it) and qualifiers (usually, rather, enough, a little) conveys a lack of commitment and softens the message.
·        Words or phrases that don't add value to your message, such as “pretty much,” “sort of,” “kind of,” or “a little bit” can make you seem unsure.

Use words that are concrete, specific, clear, and constructive. For example, you can replace weak language with stronger words like “I'm confident” or “I'm convinced.” Removing the filler and hedging words will make your content more concise, allowing more time and space for fruitful conversation. Take time to practice this approach and record yourself to get greater insights about your vertical versus horizontal approach, tone, and use of strong versus weak language. If you want to master the art of being an MSL, this is a great place to start.

APPROACHING A CONVERSATION ON EVEN GROUND TIP #3

Our last post gave examples of how you can change your communication to convey strength and confidence, which is important during meetings, particularly with KOLs. This post focuses on tone, and if you were ever a teenager and had a sassy tone, you might have suffered consequences because of it. There’s no getting away from it (just ask your mom) – tone matters. The tone in which you approach conversations will help put you on level footing or might result in the end to conversations. Our tone refers to the way we use our voice to convey meaning, emotions, and attitudes.

Your tone should convey confidence and respect, even if your heart doesn’t reflect those feelings. Whether you are speaking with your manager, a KOL or a troublemaking colleague that likes to push buttons, dig deep and use a respectful tone across the board. Use your emotional intelligence to keep your voice steady, even in challenging situations.

·        Speak with confidence but ensure your tone is respectful.
·        Don’t use a tone that would reflect the sentiment “I’ve told you that a thousand times” (even if you have!).
·        Stick the landing. Don’t elevate your pitch at the end of your sentence as it will sound like you are asking a question rather than stating a fact with confidence. It will impact your credibility.
·        Tone is often lost with written communication so, when an email/text chain seems to be going south, speak to the person directly (even an old fashion phone call is an option) to avoid misinterpretation.
Pairing the right words with the wrong tone can derail a conversation quickly. Even a simple phrase like “of course” could be misinterpreted as being sarcastic based on tone in which it is said. Aligning your tone of voice effectively can convey authenticity, empathy, concern, and represent your best self and aligned with your emotional intelligence, will help you strengthen your relationships.

APPROACHING A CONVERSATION ON EVEN GROUND TIP #2

The language we use with our KOLs and peers impacts the direction and depth of the relationship. Here are some adjustments to keep your communication effective and impactful:

·        “What can I provide” sounds more level than “How can I help you?”
·        Don’t use minimizing language like “I feel” or “I think.” Replace those with “I am confident” or “The data indicates…”
·        “Do you have any questions?” may not generate the same exchange as “What questions do you have?”
·        Don’t undermine your credibility by inserting “just” into your sentences (e.g., “I just want to review this phase III data…”). Remove “just” – it’s unnecessary.
·        Avoid apologizing and instead say “thank you for your patience.” This way of thinking is a game-changer! (Although, when an apology is truly warranted, certainly offer a sincere one).
·        Avoid ending your sentences with a question that requests validation, such as “don’t you agree?” If you are asking the KOL a question, state the facts of the data and then follow-up your statement with a firm question “What is your perspective on this data?”
·        Instead of affirming a negative, make the statement positive.

If Tim (from the example in Tip #1) had said, “Yup, your flip turns are slow and wonky,” I would have felt more self-conscious and may not have continued to practice my turns. His words gave me the confidence to continue to practice and implement feedback to support my improvement. Remember, you’re bringing value to your KOLs so convey the information or data with professional confidence. Ensure your words and phrases reflect your value and don’t insert words that diminish it.

APPROACHING A CONVERSATION ON EVEN GROUND

“At least you’re doing them” was what Tim said when I told him my flip turns were slow and wonky. That was just what I needed to hear from Tim, coach of the Master’s swimming club I just joined. It’s been a long time since I was part of a Master’s team, and those simple words gave me the confidence to keep practicing my flip turns.

Saying the right thing may make a difference. Saying the wrong thing may make a BIG difference. Even when we use the right words, adding filler words can minimize our impact. And don’t forget about tone as it can change everything! Do you have a friend or colleague that always knows what to say, when, and how? Do you wish you had that gift? This series will provide ideas that will allow you to communicate with impact.

Remember the idea of “vertical” versus “horizontal” relationships from our LinkedIn series on Meeting Your KOL for the First Time? We discussed the importance of staying on equal footing with your KOL, as this shapes everything about the conversation—tone, confidence, and body language. The language you use can make a huge difference, supporting an equal relationship that grows positively.

Personal Development Planning Tip #11

Following on from our last post:

It is important that you don’t spread yourself across too many goals as your development is important, but you have many other responsibilities across which you must spread your time. These goals are likely not mutually exclusive so developing in your current role will help for future roles. You don’t need to conquer these goals at the same time, parse them out over the course of the year, prioritizing your development accordingly.

Tip: Don’t be a Best Kept Secret! Consider some magic words at meetings: “I liked that idea” helps you encourage with a specific emphasis, “May I tell you what I just learned from you?” is a great way to surprise the other and reinforce for them what worked, “I appreciated…” is another way to help others really understand their influence. You can even use them when you are about to disagree: “I really liked what you said about _____, and I had a slightly different idea, would you like to hear it?” Of course, all three must be done genuinely, never manipulatively.

Your personal development plan is a dynamic document, so adjust if you decide there are more relevant or timely areas for your development. It’s important to remember that while you work with your manager to develop this document, it is your responsibility to execute the plan, after all it is your development. During your one-on-one session with your manager, at least on a quarterly basis, discuss your progress against the goals and ask for feedback.