The document summarizes a webinar on maximizing the impact of research insights. It discusses establishing credibility with clients, understanding their needs and communication styles, and focusing insights by understanding the client's culture and priorities. Effective communication requires both "push" skills like assertiveness and feedback, as well as "pull" skills like active listening, rapport building, and questioning assumptions.

1. GREAT RESEARCH THINKING WEBINAR SERIES 2010 April 13th, 2010 From Insights to Action: Maximizing the impact of research by Andrew Vincent Owner, Waves

2. A Quick Note on Revelation

4. UPCOMING ESOMAR WEBINAR April 29 th, 2010 Social Media: A transformational technology or hype? by Steve August, CEO and Founder of Revelation http://www.esomar.org/index.php/webinars-social-media-a-transformational-technology-or-hype.html Google “Steve August,” “ESOMAR,” and “Social Media”

6. Andrew Vincent, Waves 13 th April 2010 + 44(0)7957 829 818 [email_address] From Insights To Action - Maximising the impact of research

7. Objective……. “ How to maximise stickiness of insights, to enhance commercial impact”

8. Where Are We Now?

9. We Are Not Alone!! “ One of the challenges that market researchers face is to create influence and relationships beyond the direct internal client” Forrester Report (Nov 2009) - The marketing of market research: Successful communication builds influence “ Internal communication of insights is the No 1 challenge” “ Distributing information effectively to maximise impact” “ Synthesising research for our internal customers” “ With the uptake of the internet and research capabilities seemingly available to all, the gap between research users and researchers has only increased” Rohit Deshpande, Harvard Business School

10. The Internal Advisory Cycle How you establish credibility How they feel about you ? Their propensity to listen How you say it? What you know about them? How you deliver/execute? What you have to say?

11. The Internal Advisory Cycle How you establish credibility How they feel about you ? Their propensity to listen How you say it? What you know about them? How you deliver/execute? What you have to say?

12. The Internal Advisory Cycle: Three key issues Working Relationship How you establish credibility at all times throughout the process Content What you have to say? Communication How you say it?

13. Webinar Focus Working Relationship How you establish credibility at all times throughout the process Content What you have to say? Communication How you say it?

14. Consider the Insight Team Iceberg Principle

15. Technical Skills Skills of Visibility

16. Research skills Communication Proactivity Actionability Impact Project Management skills

17. Who Are You Dealing With?

19. The Hands Off Client Why might they be hands off? Absolute trust and faith in you Too senior / too busy for more contact Too junior / inexperienced Not interested in the project They are a strategic / global person and weak on detail

20. The Hands On Client Why might they be hands on? Because it really matters to them Nervous / under confident They are a detail person They have nothing else to do They are a control freak; they have more experience than you; etc, etc

22. Understanding Drivers Of ‘Hands Off’ Behaviour Why might they be hands off? What are the implications for you? Absolute trust and faith in you Are you sure you know exactly what is expected? Too senior / too busy for more contact Will you really chase them when you have to? Is there someone else you should be talking to? Too junior / inexperienced May lack knowledge May give you an incorrect steer Not interested in the project Why? They are a strategic / global person and weak on detail We must be extra vigilant to make sure all is as they want

23. “ With a hands off client you must be totally proactive”

24. Understanding Drivers Of ‘Hands On’ Behaviour Why might they be hands on? What are the implications for you? Because it really matters to them Do you fully understand what is ‘riding’ on this work – their promotion, their sales bonus, etc Nervous / under confident Do they trust you? Have they been let down in the past? Do they foresee difficulties in the likely outcome? They are a detail person Be extra vigilant to get everything 100% right – minor errors will undermine your credibility They have nothing else to do Should you invite them to become more actively involved – to observe interviews, discuss interim data, etc

25. “ With a hands on client you must be absolutely on top of everything”

26. Understand How Their Style Impacts You

27. What Is Their Wider Context?

28. Understanding The End User Culture Frame your insights in the right context Do you know their operating methods ? What information do they respond best to? Eg relative emphasis placed on statistics, case studies, etc How can your work be more culturally relevant to them? What is the key currency of their domain / world? How do they get promoted ?

29. Understanding The End User Culture Frame your insights in the right context Do you know their operating methods ? What information do they respond best to? Eg relative emphasis placed on statistics, case studies, etc How can your work be more culturally relevant to them? What is the key currency of their domain / world? How do they get promoted ?

34. Understanding The End User Culture Frame your insights in the right context Do you know their operating methods ? What information do they respond best to? Eg relative emphasis placed on statistics, case studies, etc How can your work be more culturally relevant to them? What is the key currency of their domain / world? How do they get promoted ?

36. Understanding The End User Culture Frame insights in the right context to maximise use Do you know their operating methods ? What information do they respond best to? Eg relative emphasis placed on statistics, case studies, etc How can your work be more culturally relevant to them? What is the key currency of their domain / world? How do they get promoted ?

37. Concentrating Influence Where It Matters: Focus on what you can affect Adapted from Covey “7 Habits of Highly Effective People” Circle of concern Circle of influence Circle of concern Circle of influence

39. Push And Pull Strategies Pull Push

44. PULL SKILLS: Tap into their momentum

46. Review, Reflection and Questions!

47. Appendix - More detail on push / pull

49. Assertiveness: Balancing Aggression and Timidity Aggression Fighting back Passivity Running away Assertiveness

55. Feedback Do give feedback Don’t give criticism Meant to improve performance in a positive way A way of unloading anger Calm Angry Tough on the issues Tough on the person Specific: detailed facts, actual behaviours Vague and gives opinions, makes generalisations Future focus: what I’d like to see you do in the future is ….. Past focus Looks for solutions Looks for scapegoats Two way One way Person giving feedback owns their opinion: says I think Person giving feedback attributes opinions to others: they or we think so and so

65. Active Listening Skills Listening for content Give your whole attention Forget about your own views Listening for other messages What other signals are they giving out Summarising Summary that captures the essence of what the person has said – non judgmental and ending with a question to check you’ve got it right Summarising the emotion You notice what has not been said Testing your assumptions Test out what you and the other person are assuming

66. Useful Summarising Vocabulary “ So let me try a summary here….” “ I’m keen to see whether I’ve really understood the points you are making…” “ So if I’ve got this right your reasons are….” “ So just to see where we are so far, what you feel is that there are three points……….”

67. Useful Phrases For Testing Assumptions “ Can I just check what you really want here?” “ Is your assumption that we can/can’t do x because of ….?” “ So you think that customers feel….and therefore they…and the research must find out if this is right or are there reasons?” “ Would you mind tell me what your basic assumptions are here?” “ I’m getting a sense of here of what you want but can I check whether I’ve understood things correctly?”