When mentoring product managers (PMs) in the pharmaceutical industry over the years, I have found the ability to build, grow, and maintain relationships with key opinion leaders (KOLs) included skills that were not necessarily inherent, but could be developed. That’s because while someone’s intelligence quotient (IQ) will remain relatively static throughout their life, emotional intelligence (EQ) can be increased with the right training and willingness to want to build genuine, meaningful, and respect-centered professional relationships. Respecting others isn’t about giving them what they want; it’s about treating them how you would like to be treated despite the constraints and rules that must be followed. In today’s world, this is not an easy task.
Most PMs I’ve worked with are well organized planners and excellent budgeters who generally possess all the skills and education of successful business leaders, yet there is typically a stark difference between PMs who work effectively with KOLs and those who don’t. PMs who have a strong combination of self-management and relationship skills that allow for the development and maintenance of KOL relationships are rare. The reason those PMs succeed in building lasting relationships with KOLs is because they have developed the following four emotional intelligence traits:
1. Conscientiousness. Conscientious PMs generally care about the well-being of their KOLs. Their focus goes beyond achieving return on investment or market share growth for the brand. They want to do what’s right by their customers in the constraints they have within their organization. They make wise decisions by mediating through difficult circumstances. Imagine being a top scientist in your field, and pharma and biotech companies are reaching out to you from their commercial planning, public relations, clinical development, and R&D groups. KOLs are pulled in so many directions including top financial firms seeking their intellect on future technologies. Everyone wants something, and that’s a lonely place to be when you’re essentially a rock star of science. KOLs want to know that your care is genuine, so focus your energy on doing the right things to support them.
2. Self-awareness. People with self-awareness have a deep understanding of their own strengths and weaknesses. They are honest because self-awareness extends to a person’s understanding of his or her values and goals and how those align with the needs of their KOLs. For example, instead of discussing the financial value of a well-attended speaker program with a KOL, a self-aware PM might review how many patients could benefit from the educational program. Being able to control one’s thoughts and actions and channel them for a good purpose is a hallmark of strong self-awareness. PMs who are self-aware act and make decisions that mesh with their core values.
3. Empathy. A trait that doesn’t get enough credit in business is empathy. Does it really belong in a place where major business decisions are at the forefront of your job each day? Taking into account the feelings of others when making decisions, as opposed to taking on other’s troubles, is an important skill when working with a busy KOL. Budgets to manage, teams to develop, communications that never seem to end, not to mention the PowerPoint presentation you need to finish are all vying for your attention. But setting yourself apart so that your KOLs want to work with you requires the ability to put yourself in their shoes and table your own agenda for the time being. Empathetic PMs are able to understand the emotional makeup of their KOLs and, because of their sensitivity, they are intuitively skilled at treating people based on their emotional reactions.
4. Social skills. The ability to build rapport with others, generate cooperation, and move things in the desired direction are all cumulative skills of the previously mentioned traits. We’ve all been in situations where a KOL was unhappy with how a program was carried out. When planning fails, those with strong social skills can manage the situation in the direction that’s needed. PMs who simply try to be sociable will likely fail. Instead, those with excellent social skills who are expert persuaders during difficult circumstances know when to give an emotional appeal to motivate someone in the necessary direction. Be friendly all while remaining focused on the task at hand.
“Taking into account the feelings of others when making decisions, as opposed to taking on other’s troubles, is an important skill when working with a busy KOL.“
Of course, there are many other skills that are needed to work effectively with KOLs. Intellect, organization, logistical skills, and the ability to talk in-depth about the science are all traits of a good PM. Yet, throughout my experience, the four traits discussed above are often the differentiators between a PM who works exceptionally well with KOLs and one who may need to develop his or her EQ.
