The power base is shifting. Changes to the NHS mean changes to the hierarchies and power bases as we know them. PCT authority and influence is growing, and with it a select number of key decision makers are becoming more powerful and influential than ever before. Your alignment with key Senior Executives within a PCT may be critical in the achievement of your objectives for the year.

This article has been compiled from our Selling to Senior Executives programme. It will be especially useful for those of you who will be called upon to 'position' your company, your products and services within the minds of Senior Executives within the NHS.

For years pharmaceutical companies have been developing techniques and methods for communicating product efficacy to the prescribing population. Every company would complement its efforts with an appropriate number of Hospital Representatives, and some companies would even have 'placemen' with access to the corridors of power in Whitehall.

Today's strategic decision makers within the NHS are more distributed than ever before. There are many of them and they wield varying levels of authority and influence within the NHS and PCT structures. It is worth noting here that Authority and Influence do not necessarily go hand-in-hand. People with authority (let us say, the ability to make a decision) sometimes do not have influence with others, and there are some who have incredible influence - but not necessarily any authority.

For those of you who are being called upon to communicate your value 'high and wide' within a formal hierarchy, your challenges are as follows:

1. Access: How to gain access to the right people. Who do you need to see? Why should they see you, and how are you going to get a meeting?

2. Parity: Establishing yourself as a peer with the Executive. People with power like to deal with people with power. Do you feel that you are powerful too?

3. Value: Understanding and communicating your company's value proposition to the Executive.

4. Commitment: Gaining agreement for a suitable course of action that requires commitment from the Executive.

So, which of the above causes you the most problems?

• Do you find it hard to get an appointment with the key decision maker?
  
  
• When you get a meeting do you feel intimidated and insecure?
  
  
• Do you feel that your value proposition is inappropriate - and the more that you look at it, the more you see that the value is all for you?
  
  
• Or do you find it difficult in gaining commitment to a course of action that moves your proposition forward?
  
  

Whichever one of these is your 'glass ceiling', understand that it is just that - glass. With your commitment to progressing, you will be able to smash through and gain your rightful place in front of the Executive, taking part in peer-to-peer discussions and negotiations.

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So what do Executives want?

A study conducted by the University of North Carolina showed that Executives want meetings that deliver. They need to feel that their time has been well spent - after all, their time is highly valued by the NHS so it should also be valued by you. As such, they like to leave a meeting feeling that they have gained something useful; this can be in the form of information, an insight or a challenging idea that you have presented to them.

The study also showed what Executives don't want.

During face-to-face meetings, Executives do not appreciate naive attempts at controlling the structure, pace or flow of a meeting - they like to be able to bob and weave and get to the point. They do not like one-sided dumping of information that fails to take their situation into account, and they do not appreciate having their time wasted (not receiving any valuable information or insight).

So, how can you improve your effectiveness in selling to senior Executives within the NHS? The rest of this article will show you a way.

Your path to professionalism

a) Identify the right Executive

Take the time to map out the hierarchy that you are working with. Get an organisation chart that shows the levels of authority and reporting within the organisation. Using a magic marker or red pen, encircle the power-base. Include not only those who have authority - but also those who have influence on the authority. Now consider your remit within this organisation. What are you trying to achieve? Based on all of this information, make a judgement on who you think the real power-players are.

b) Gaining access

There are a number of routes to gain access. You will need to determine which is the most appropriate in each situation.

First of all take the time to determine what you believe to be the key business issue relevant to your target contact. To be effective, a direct call will need to be succinct and clearly communicate your understanding of this issue. You will also need to consider when the call will be best received; early morning, mid-day or late afternoon - consider their role and their likely schedule.

Executives are always more inclined to listen or meet when you have been referred to them. This can be a referral from somebody within their organisation, or a referral from a peer in another organisation. It helps them to position you and your likely power and purpose.

When speaking to them for the first time on the telephone, introduce yourself and add that 'we haven't spoken before', before you inform them of the purpose of your call and make your meeting request.

c) Parity

When dealing with Executives it is especially important that you operate on a peer-to-peer basis. Even though the power often lies with them, you will need to establish your professional and personal credibility before you can be taken seriously.

To be accepted as a peer you will need to position yourself as a peer. Demonstrate your understanding of the issues they face. Take every opportunity to convey the depth of your understanding. A brief resume of the work you and your company have done with other authorities will also help to build your credibility. Name-dropping and buzz-words can help to position you as a 'player'.

There is a Fosters ad on the television that runs the strap-line "Drink Australian - Think Australian", and so it is that we should "Drink Executive - Think Executive". No, I don't mean plenty of Gin & Tonics and Pimms this summer, but take the time to read what they read. Subscribe and absorb from the journals and reports that they will read and you will soon start to think like an Executive. Big picture, NHS strategy and issues. Maxim, FHM, Red and Hello will probably limit your effectiveness in this area!

You will also need to look, sound and feel confident and comfortable in their presence. For those who feel intimidated when in the company of Senior Executives there is only one remedy - more exposure. Put yourself forward for every situation where contact with Senior Executives is called for; you will soon feel much more comfortable and secure.

d) Communicate your message

Take the time to develop a clear value proposition that you can communicate to your Executive contact. This proposition must communicate what you do, and what your offering will do for them. Be specific and provide proof of how your proposition will deliver. Position your value proposition in suitable, executive language and express the mutual benefit that will be created in the process.

e) Gaining commitment

Your request for commitment needs to be calibrated against the level of commitment that the Executive is capable of providing. You should also gauge your level of rapport and communication with the Executive - the better the communication, the more commitment you can request. Always be sure to balance the commitment requested with the commitment of yourself and your company.

Senior Executives are in many ways easier to sell to than many others - they are just more choosy. They look for real value and they are always looking for it, so if you feel that you have something of value to them, then get moving and start the ball rolling.

Finally, remember that any value that you have promised to your Executive will need to be tracked and measured. You must take responsibility for making this happen. Sometimes, information will need to be made available from both parties, and so both parties will need to work towards this end.

When the selling is done, the final message is clear - deliver the value that you promised, in measurable, quantifiable terms and metrics.

About the author

Mark Edwards is CEO of Mpower Development Ltd.

Tel: +44 (0)207 477 6570
Fax: +44 (0)207 477 6867

www.mpower-dev.co.uk

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