Punching Up Account Management - EASNA Up Account Management ... Boyatzis, Richard; McKee, Annie. Primal Leadership: Learning ... latest draft EASNA Account Management 04 02 12 WITH

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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.”


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


� 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


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


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


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)


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)


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).


Value = Account Management as Differentiation

� Availability

� Delivery system

� Packaging

� Technical/nontechnical advice

� Special assistance

� Payment terms

� Special expertise (related to customer

profitability)


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)


� 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)


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!


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.


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


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”


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.


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?


(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.


Automatic Behaviors in Relationships –Emotional Process



To see the automatic behavior patterns step back for a broader look

� The whole is more than the sum of its parts.


Soccer Field


Forces of Individuality/Togetherness


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


Management of Self


Leader’s Achilles Heel

Lack of awareness … of what?


The Emotional Triangle


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


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


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


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


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)


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.


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.



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


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

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Annette Kolski-AndreacoManager, Account Services

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Punching Up Account Management - EASNA Up Account Management ... Boyatzis, Richard; McKee, Annie. Primal Leadership: Learning ... latest draft EASNA Account Management 04 02 12 WITH