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.

Personal Development Planning Tip #10

Following on from our last post:

The final step in developing your plan is determining what you will do to accomplish your goals. Each goal should follow the SMART format (Specific, Measurable, Actionable, Relevant, Timebound) and should offer you an opportunity to demonstrate your learnings. For example, if you are working on your time management skills you may take a course or read a book. That’s a great starting point, but the next step is to outline 2-3 habits you will implement and track how you do against those. Maybe you have trouble meeting deadlines. What did you learn in class or through the book that will be implemented to overcome this issue? Implement the learning (perhaps calendar reminders) and track how you are progressing against your goal (setting reminders and meeting deadlines). Ask your manager for feedback.

Perhaps you would like to deepen your understanding of competitor products. What materials will you digest to meet this goal? Leading journal clubs for your colleagues will help deepen your understanding of the material and result in discussion that will benefit everyone. Do you have a colleague with a similar goal? If so, meet on a routine schedule to discuss materials you’ve read. Has one of your colleagues worked with a competitor’s product? Can discuss your learnings and gain their perspective? Outline a SMART goal and hold yourself accountable to accomplish what you’ve set out to do.

Perhaps you will be networking to learn more about the cross-functional teams you encounter. What goal will you set for the number of networking sessions you will schedule in a month? Set a goal of writing Thank you notes 100% of the time and within 3 days of your meeting. Measure your progress against this SMART goal.

More in our next post…

Personal Development Planning Tip #9

The last posts in this series have focused on evaluating your strengths and areas for development based on your current role and what you want to do in the future. Once this critical groundwork has been laid, it is time to focus these ideas and write your personal development plan.

Start by aligning with your manager on your learnings to gain their perspective and begin narrowing down the list to two to three areas you want to focus on. Looking back over the approach outlined in Tip 1 in this series, when you evaluated yourself against the competencies required for your role, what skill did you uncover that could use some polishing? I believe one goal should be focused on optimizing yourself in your current role, even if you have been in your role for many years. This could include stretching your skills in a way you have not been required to do in previous years. Remember the company needs you to deliver in a certain role and you can always add to your level of competency. If you are new to your role, your PDP may focus solely on the competencies of your current role to ensure you are delivering value and having impact.

The next goal should be focused on optimizing yourself. This could be based on what you are currently doing or what you want to do in the future. This could be a skill such as active listening, negotiating, or communicating but could also be deepening your understanding of the science you speak to or how you present that science to various audiences. Perhaps deepening your understanding of strategy will be a learning opportunity (and valuable in all roles).

The last goal maybe focused on what you want to do next. Is there a way to support your current team by developing a skill that will aid in your learning or demonstrate your readiness for the next role? Your manager will likely have some ideas and opportunities to which you could align. Perhaps this entails deepening your connections to those in the role you hope to secure or even the manager of that team. Is there an opportunity to contribute while increasing exposure to their work?

More in our next post…

Personal Development Planning Tip #8

Following on from our last post:

Put time on your calendar to network every week, even if it is just 30 minutes. Be prepared with questions related to their role and your interests. Why did you set up time with them specifically? What about their function sparked your interest? How do they collaborate across the organization? What are their biggest challenges / accomplishments? What are the functional and individual goals? How do they spend their time day-to-day? Share your interests and what you desire in a role.

Send a note of thanks following the meeting, including a specific take-away from the meeting. This is a critical part of networking that is often overlooked. People have given you their time and that should be acknowledged. Set yourself apart by remembering this final detail.

Tip: Never dismiss a contact based on their academic training, positions, or how they look to you. Turn on your best human relations skills so that you can find the wisdom they have. As an MSL, the first person you may meet is at the reception desk at the HCPs office. That is the person that can make room for us on the schedule, get us through on the phone, and can likely get faster results than a cold email! There is no such thing as an insignificant job or person. Every person is a book, just turn the next page to discover more about them… And about you.

Each of these meetings will provide value and offer a great opportunity to connect with people across your organization. A picture will start to develop about roles that may fit your interests. Even if a role or functional area turns out not to align with your goals, you will have made important connections in the company.

Personal Development Planning Tip #7

In our last post, we focused on how to leverage your personal development plan (PDP) when you’ve already identified what role you are targeting. If you are unclear about what you want to do next, no worries! You can tailor one of the goals in your PDP to help you determine what direction you may or may not want to go.

We all enjoy some of our job responsibilities more than others. Perhaps you’re ready to spend less time on the road and more time at home but still want to stay close to the science? Or perhaps you enjoy working with pipeline molecules more than commercially available products? Maybe working on clinical trials is more your speed? Take time to reflect on the aspects of your role (or pervious roles) that you truly enjoy or areas in which you would like to grow your expertise.

Do you know what opportunities within your company that align with your likes/dislikes? If not, this is an opportune time to ramp up your networking skills and learn about the possibilities.  Who have you met in the company that does something interesting that you believe aligns with your interests? Set up a 30-minute coffee (or virtual coffee) to learn more about the details of their role. You may find it is not what you thought it would be, or you may learn it’s just what you want to do… Regardless, you will learn something. I guarantee they will help you make other connections with colleagues that would be happy to discuss their role with you. Connect via LinkedIn. Let the networking begin!

More in our next post…

Personal Development Planning Tip #6

Following on from our previous post:

We all live in our own reality. We really did look in the mirror today and said, “Yes!” Then out on the street we do wonder if some of these folks had a mirror! Consider of course your manager’s feedback, but also as we’ve recommended in the past don’t overlook your neighbor’s wisdom, how are things done where they work, how do they respond?

Maybe the next role requires you to be involved with strategy development. Talk with your manager to see how you can get involved in the development of the MSL strategy for the upcoming year. Your perspective as a current MSL will provide value in the process and allow you to better understand the departments process for building strategy including aligning with the company’s goals, cross-functional team alignment, prioritization, and budgeting. I suspect your manager would appreciate your support!

Imagine yourself in an interview, outlining how you developed your PDP in alignment with the required competencies for the role, and sharing examples of how you executed your plan. You’ll certainly impress the hiring manager with your thoughtful and informed approach.

It’s important to acknowledge that many people thrive in their current role and are not interested in changing career paths. That is OK (great, actually, as your manager can count on you and your experience as an anchor for the team) and will allow you to focus your development in other areas, including stretching yourself in your current role. Head back to the previous tip and identify those areas!

Personal Development Planning Tip #5

In our last posts on this topic, we discussed the competencies needed for your role as an MSL and the steps to assess yourself against these skills and behaviors. This post will focus on how to leverage your personal development plan (PDP) to help you prepare for your next step in your career journey, once you’ve identified what role you are targeting. If you don’t know what you want to do next, no worries! We’ll cover that in our next posts.

Your PDP is a great way to gain skills necessary for that next role while providing broader value in your current role. Is that really possible? Absolutely!

The first step is to know what competencies are required for that next role. Do you have a competency model for that role? Great, that’s going to give you a specific path forward. If not, no worries, look at the job description for the role and develop a list of competencies you think are needed. Talk with people in the role (and/or their managers) to adjust and expand this list, as well as to validate what you believe to be the necessary skills and behaviors for success. Prioritize the list so you can focus on your development. This is an ideal time to use your networking skills to learn more about the role and gain feedback about areas in which you could develop.

Assess yourself against each skill and behavior on the list of competencies for this role. Certainly, some of your current skills will transfer nicely to this next role but there will be others to which you need to gain exposure. Going down the list of competencies, are you at the learning stage, the developing stage, or have you mastered the skill? Have your manager make the same assessment. How do these compare?

It is likely that you will identify areas that you need to gain experience that could provide value to your manager. Let’s say you are interested in a Field Director role where you will have responsibilities to hire and manage people. Maybe you haven’t been involved with interviewing candidates before, so you want to gain experience since this is one competency of a manager. Collaborate with your manager (or other managers) to see if you can get involved with the interview process. This would allow you to gain insights into the hiring process, the company’s interviewing tools (such as behavioral interview questions), help develop the cross-functional list of interviewers, etc. You’re gaining insights and skills while assisting the manager to fill a role.

More in our next post…