Motivating Your Superiors to Act on Your Advice

8/11/2019 Motivating Your Superiors to Act on Your Advice

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Motivating your superiorsto act on your advice

Simon Berglund


2/23

Analytics8 provides objective, independent, best-of-

breed Business Intelligence and Data Warehousing

Services, leading organisations to

sustained, measurable success.

We are experts in remediating data foundations; making them ready for reliable analytics. 1
http://www.analytics8.com/http://www.analytics8.com/


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Why am I presenting?



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Is this your situation?

You have the data, the systems to house it and moveit, the processes to govern it, the applications to

analyse it, and the skillful application of it all to

generate insights that fuel advice.

But your advice is ignored



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Why is advice ignored?

PoliticsSocio-demography

Insufficient ability to persuade

Persuasion:

process of inducing someone

to do something

through reasoning



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Pre-meeting - Understand them

Motivations

Personal style

Level & intensity of influence

State of Mind

Role in the decision process

Timing



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Pre-meeting - Motivations

Business Result

Revenue

Profit

RoI

Stockturn

Error rate reduction

Personal RewardEnhanced reputation

Promotion

Feeling of contributionRestored credibility

Bonus



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Pre-meeting - Personal Style

Numbers vs Conceptual

Visual vs Audible

Pensive vs Expressive

Remote vs In-person



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Pre-meeting - Level & Intensity of Influence

What is their real level of influence, i.e. in an absolute

sense?

What is their intensity of influence, i.e. is it direct orreferred?



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Pre-meeting - State of Mind

We need to do something.

We should do something.

No pressing need to do anything.

There is no need to do anything.



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Pre-meeting - Role

Optimus

Technical

Business

Consultant

Guide

Partner



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Pre-meeting - Timing

Morning vs Afternoon

Lunchtime jogger

EoM

Results announcement

Racing off somewhere



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In-meeting Flow

Get their attention first by starting big

Ive found a way to

save us / make us an extra $xxx a year

fix that problem we have with the

double our stockturn.

Show you understand the background.

Present your rationale.

Present the timetable for it.

Explain the financial impact.Confirm their permission to proceed to the next step.

Ask them is there anything they think you should be

considering as part of this initiative.



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In-meeting Be attentive

Be prepared.

Present confidently.

Maintain eye contact.

Have proof for all statements.

Discrete mirroring creates connection.

Watch their body language.

Looking bored?

Do they look like they want to ask a question?

Distracted?



15/23

In-meeting Initial Reaction

Be well prepared to handle the following reactions:

Agreement

Objection

Indifference

Scepticism

Rejection

Play out all the potential reactions before the

meeting and have responses ready

We make data foundations analytics ready.We are experts in remediating data foundations; making them ready for reliable analytics. 14


16/23

Agreement

Present your next couple of steps.

Confirm their acceptance of those steps.

Thank them.

Walk out.

Confirm that understanding in an eMail.

Discreetly attribute some credit to your boss as you go

through the process of implementation.



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Objection

Fully understand the objection by questioning.

Address the objection with your prepared response.

Confirm they understand and accept your response.

Move on.



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Indifference

Your proposal is not compelling enough in their mind

so you must work to

increase the negative tension

between the current state and your end state.

Ive spoken to such-and-such and it turns out that

Were you aware that

Compared to XYZ company, we are

and this has been going on for some time.



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Rejection

Accept it.

Learn from it.Where in the argument did you lose them and why?

Identify and eliminate the weaknesses in your approach to the argument.

Identify (revel in!) and augment the strengths.

The better you get, the more you will be respected as a

learned advisor and the more closely you will be

heeded.



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Final thoughts

Stay on message.

Preparation prevents anxiety.

Are you the right person to sell the idea?

Credibility briefings.

Practise with a tough peer.

Ask for a bite-sized yes.

Make sure your role is clear and known.

Gender / cultural sensitivities.

Contribute without expectation.



22/23

How we can help you

Try our unstructured data analytics platform.

Free workshop to understand how to create an

agile and resilient data foundation.

Learn how to supercharge your data

warehouse.

Join us at Data Modelling Zone.

mailto:[email protected]?subject=I%20am%20interested%20in%20unstructured%20data%20analyticsmailto:[email protected]?subject=I%20am%20interested%20in%20the%20data%20foundation%20workshopmailto:[email protected]?subject=I%20am%20interested%20in%20the%20data%20foundation%20workshopmailto:[email protected]?subject=I%20am%20interested%20in%20the%20data%20foundation%20workshophttp://learndatavault.com/video-training/http://learndatavault.com/video-training/http://learndatavault.com/video-training/http://www.datamodellingzone.com.au/http://www.datamodellingzone.com.au/http://learndatavault.com/video-training/mailto:[email protected]?subject=I%20am%20interested%20in%20the%20data%20foundation%20workshopmailto:[email protected]?subject=I%20am%20interested%20in%20unstructured%20data%20analytics


23/23

Simon Berglund

www.analytics8.com

1800 463 656

www.linkedin.com/in/simonberglund

W t i di ti d t f d ti ki th d f li bl l ti 22
http://www.analytics8.com/http://www.linkedin.com/in/simonberglundhttp://www.linkedin.com/in/simonberglundhttp://www.analytics8.com/

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Motivating Your Superiors to Act on Your Advice

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