As a presenter, eye contact is one of the most powerful ways to project confidence. Watch this video to learn more and let me know what you think!
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.
Is there a book in you? I meet so many people with valuable knowledge to share, and if that sounds like you, here’s my #1 tip for turning your expertise into a book. Watch this video to get started!
I just watched someone transform a scripted message into something personal and engaging—it was fascinating to see! It’s a simple technique we can all use. Check out this video to learn how.
“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.
Tip for your next presentation: Hit the main topic first! This approach is especially effective when dealing with a complex slide deck. Curious why it works so well? Watch this video to find out more.
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.
In presentations, it’s easy to get carried away and forget to pause. Instead, focus on your key point—make it clear, concise, and impactful. Less is often more! Watch this video to learn more...
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.
Are you operating on a vertical or horizontal plane? Alfred Adler spoke about superiority vs. inferiority—challenging us to consider if anyone truly holds more value than another. When we see everyone as equal, we navigate life and work with a fresh perspective. Let’s aim to build relationships that reflect respect and equality. Watch this video to learn more!
“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.
“Tell us a little bit about yourself” can feel like a stale interview question, especially when they’ve already read your resume! Next time, try flipping the script: respond with, “Would you like to know something that’s not on my resume?” Then share a personal story that ties back to the job and the skills you've gained from it. This approach grabs their attention, builds engagement, and puts you on an even playing field—making the interview more of a conversation, not just an interrogation. Take control of your narrative!
A lesson in cooperation from a bucksaw? You heard that right! Sometimes the simplest tools teach the most powerful lessons. Watch this video to find out more...
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.
Next time you watch a presentation, take a moment to share what you liked, learned, and appreciated about it. It’s a thoughtful way to acknowledge the speaker’s effort and spread positivity.
Let’s build each other up through support and kindness! Watch this video to learn more...
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…
Confidence is the key to truly serving others. It’s about believing in yourself, your skills, and the value you bring to the table. When you’re confident, you’re not just focused on yourself—you’re focused on how you can help others. In this video, I share practical tips on how to project confidence during meetings, so you can engage more effectively and make a lasting impact.
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…
One of my clients recently mentioned to me that they were striving in their coursework not only for information, not only for behavior change, but also for ‘performance-based’ courses. This may not be new to you, but to me, it represented an important word shift: knowledge, behavior, and performance.
My graduate students read to understand, we demonstrate to isolate useful behaviors, and we practice to get so good that our performance is second nature. Actors call it ‘muscle memory.’ A physician at Illinois’ NorthShore University Health System, referring to their trauma surgeons, said they had “such great instincts” honed over a career.
Perhaps in those times when you said the right thing at the right time, in the right way—even you were surprised by the outcome. Perhaps that goes beyond what you know, beyond how you behaved, and the ‘performance’ was the integration of it all.
Behavior change is certainly good, but performance—well, that may be something different and better altogether.
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.