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Services provided by LifeSolutions, an affiliate of UPMC WorkPartners
Punching Up Account ManagementA Systems Approach
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EAP Product … Expertise in Human Behavior
National Business Group on Health: “… a highly effective
Employee Assistance Program provides strategic
analysis, recommendations and consultation
throughout an organization to enhance its performance,
culture and business success. These enhancements
are accomplished by professionally trained behavioral
and/or psychological experts who apply the principles of
human behavior with management, employees, and
their families, as well as workplace situations to optimize
the organization’s human capital.”
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EASNA Description of Account Manager and Account Management
Key contact and liaison between EAP and the
purchaser (organization) … consisting of
ongoing consultation to employers on a
variety of workplace issues and strategy
discussions on the way in which EAP can be
positioned to address organizational
challenges and human capital risks.
EASNA website
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� EAP and WorkLife programs and benefit
designs
� Development and implementation of a program
promotion and visibility plan
� Trend and demographic analysis as well as
outcome analysis for client reports with
strategic recommendations for organizational
enhancement
Ongoing Consultation
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Ongoing Consultation
� Ongoing consultative sales to existing clients
including up-selling and cross-selling
� Client rate negotiations and renewal
� Monitoring compliance related to any client
performance expectations and/or guarantees
� Oversight of the implementation process for
new accounts
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Current External Challenges to EAP Field
� What are they?
– Commoditization or lack of differentiation among EAP providers
– Continuous search for value-added products and features
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Commoditization
� Price is the driver.
� Most purchases not made on price but on
basis of value for the money spent.
� Only when no discernible difference in product or service will
we opt for price.
Key Account Management, (John Rock, 2000)
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Account Management Definition
� A structure and process for managing
individual accounts to create differentiation and
capitalize on it
� Divorced from the product the customer buys
Key Account Management, (John Rock, 2000)
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Is Account Management a Differentiator?
� If it operates at a conceptual level.
� Looking for where
– our total abilities as a company
– meet any customer need
– in whatever way possible
– to improve the bottom line
(as the customer defines it).
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Value = Account Management as Differentiation
� Availability
� Delivery system
� Packaging
� Technical/nontechnical advice
� Special assistance
� Payment terms
� Special expertise (related to customer
profitability)
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Good Key Account Management …What Does It Take?
� Knowledge about how business works
� Grasp of finance
� Mature conduct of self at any level of
organization (social intelligence)
� Highly developed interpersonal skills
(social intelligence)
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� High verbal intelligence
� Good problem solving
� Analytical approach
� Attention to detail but see big picture
� Sound presentations, negotiate, sell new ideas
Good Key Account Management (cont’d)
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Good Key Account Management (cont’d)
� Good at talking, better at listening
(social intelligence)
� Know market, own products, competition and
own company’s capabilities
� Not an expert but a resource (social
intelligence)
� Know the customer!
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Know the Customer … Human Behavior Expertise
� How well you know the customer
– How they operate
– Their people
– The results they get
The better you know the customer, the easier
to find ways to help them achieve their
objectives.
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Social Intelligence — Relationship Management - Systems
� Attunement
competency:
orients neural
circuitry for
connectivity– Style of speaking,
revealing an underlying
ability to listen deeply
– Genuine connection
shown in what we say
and do
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Social Intelligence — Relationship Management - Systems
– Reciprocal two-way
listening/constant
adjustment
– Top performers: agenda
less presence, self as
consultant, listen to client needs/match what you
have with client needs, tell
client if you can’t
– “They would rather
cultivate a relationship
where their advice is trusted than torpedo their
reliability just to make a
sale”
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Account Management = Relationship Management
� Establish and maintain the right
interpersonal relationships.
� Know all people in the
organization who influence
purchasing decision or are
involved in making the decision.
� Practical — know org chart,
anyone your competition
could target.
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Not Only What You Do … But
� What you think about
� What you pay attention to
� Is this what account management brings to
the add value?
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(Natural) Systems Theory and Thinking
System definition:
When you change one part, everything else changes in
response. Parts are interrelated. Whole is more
than the sum of its parts. Open to the environment in
which it exists and adapts to impacts from outside itself.
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Automatic Behaviors in Relationships –Emotional Process
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To see the automatic behavior patterns step back for a broader look
� The whole is more than the sum of its parts.
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Soccer Field
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Forces of Individuality/Togetherness
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Things to Think About …Pay Attention To:
� Leadership as an account management trait
� Modeling knowledge of human behavior
� Interactions with the organization’s relationship
system
– The relationship triangles you’re in or could
potentially be in
– When to remain neutral
– Which triangles to stay out of
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Management of Self
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Leader’s Achilles Heel
Lack of awareness … of what?
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The Emotional Triangle
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The Emotional Triangle — Two Against One Reciprocal Process
� Triangle: instinctual
mechanism
� How individuals
adapt to pressures
to conform to the
group and avoid
disrupting a
relationship
� Means of controlling
– regulatory function
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The Emotional Triangle (continued)
� Rooted in evolution/humans as social species
� Individuals want to contribute to the survival of
the group (the emotional system)
� Sacrifice individual well-being when group
threatened
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Features of Triangles
� Natural, shifting configuration with new insiders
and outsiders
� Some configurations are fixed
� Favored positions – inside when calm/outside
when threatened
� Transfer stress to restore balance
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De-Triangulating (Leadership Behavior)
� “That these covert behaviors can be brought
into awareness to a degree makes it possible
to use knowledge of the triangle to increase …
[self-regulating] behaviors.”
� Clarify your own views by articulating them to
both sides of a triangle:
– by using objective information
– speaking for yourself only
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Significance for Account Management
� “Establish relationships with all people in a
customer’s organization who influence the
purchasing decision or are involved in making
the decision.”
Key Account Management (John Rock, 2000)
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What Does Leadership Self-Awareness and Regulation Look Like?
� Think and act more according to stated and unstated
understanding of human behavior.
� Express own ideas and analyses to clients – taking
principled, thoughtful actions based on facts and in the
best interests of the client.
� Be present and accounted for – stay connected to
anxious people through open and honest relationships
without becoming infected by their anxiety.
� Become able to see emotional process – alongside
technical and content issues – and how influencing events.
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Last Thoughts: It’s Not What You Do, It’s How You Do It
Interactions with customers that are principled,
thoughtful, and non-anxious have the potential to
enhance account management by underscoring
its pivotal role in modeling an expertise in human
behavior that best represents the essence of the
product itself.
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Questions?
LS-EASNA PwrPoint C20120312-07 MCG 3/14/12
Copyright 2012 Community Care Behavioral Health. All rights reserved. Proprietary & Confidential Information of UPMC Health Plan
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Resources
� Goleman, Daniel. Social Intelligence: The New Science of Human Relationships.
New York, NY: Bantam Dell. 2006
� Goleman, Daniel; Boyatzis, Richard; McKee, Annie. Primal Leadership: Learning
to Lead with Emotional Intelligence. Boston, Mass.: Harvard Business School
Press. 2002
� Goleman, Daniel and Boyatizis, Richard. Social Intelligence and the Biology of Leadership. Harvard Business Review, September 2000
� Fox, Leslie Ann and Baker, Katharine Gratwick. Leading a Business in Anxious
Times: A Systems Approach to Becoming More Effective in the Workplace.
Chicago, Illinois: Care Communications Press. 2009
� Rock, John. Key Account Management. Warriewood, Australia: Business &
Professional Publishing. 2000
� Titelman, Peter. Trianges: Bowen Family Systems Theory Perspectives. New York,
New York, The Haworth Press. 2008
� Comella, Patricia A, Bader, Joyce, et al. The Emotional Side of Organizations: Applications of Bowen Theory. Washington, DC, The Georgetown Family Center.
1995
LifeSolutions
Annette Kolski-AndreacoManager, Account Services