Focus Magazine - Fall 2017 - 44

SELLINGSKILLS

Lateral Thinking
■ By Charles Brennan

If the doctor does
not find the
conversation
relevant or
stimulating, the time
spent is considered
wasted.

A

recent survey of directors of training
asked, "What is the percentage of
healthcare provider (HCP) sales calls
that are conducted by your representatives that
achieve a level of critical thinking?" eir
answers ranged from a low of 5 percent to a
high of 20 percent. e average was slightly
below 15 percent.

an HCP having a short attention span when it
comes to speaking with a representative?
DeBono goes on to explain, technically,
when people have a limited attention span, they
only activate a limited amount of their memory
surface during short interactions; therefore,
they maintain their preset memories or biases.

Why Should This Be Concerning?

According to the principles of lateral
thinking, if a conversation between two
individuals does not obtain a level of critical
thought, the chance for getting that person to
do something different is limited. In other
words, the HCP's mindset, protocols,
algorithms or prescribing habits will not
change. In addition, if the doctor does not find
the conversation relevant or stimulating, the
time spent is considered wasted, access will be
diminished and value is reduced.
Are only 15 percent of typical sales calls
effective? In baseball, a player who hits over 30
percent of the time is considered a star. A
player who hits only 15 percent is unemployed!

To change the outcome of a sales call, the
topic of lateral thinking can be a solution.
Lateral thinking is loosely defined as solving a
problem by an indirect and creative approach,
typically through viewing the problem in a new
and unusual light. It is taking a problem and
addressing it with the rearrangement of
information or responses.
In the book Lateral inking by Edward de
Bono, the author states that individuals speak
with patterns and codes, they say the same
things day in and out. He also suggests that
people with short attention spans, resort to preset patterns or biases. What is the likelihood of

Why Is This Important?

Vertical vs. Lateral
Most HCPs are vertical
thinkers. ey seek the correct
answer every step of the way. Of
course, that makes total sense.
ey don't want to make a
mistake. ey follow the patterns
they have learned throughout
their career. However, if you rearrange the way information or
questions are presented, you can
get them to think differently. You
could be on the road to breaking
their patterns, habits and
memories.
If you ask a friend, family
member or colleague, the
following question, what do you
think their response would be?

44

FOCUS | Fall 2017 | www.L-TEN.org


http://www.L-TEN.org

Table of Contents for the Digital Edition of Focus Magazine - Fall 2017

LTEN Focus on Training Magazine
From the President: Reducing Scrap Learning
Table of Contents
Table of Contents
Guest Editor: Training Effectiveness vs. Performance Management
Directions: Fall Behind?
Front of the Room: Lessons from My Painter
Otsuka: Reinventing the National Meeting
Two Steps to Openings that Give Control
Building and Engaging Workforces with R-E-S-P-E-C-T
Change Agility: A Winning Capability at All Levels
Revolutionize Your Coaching Action Plans
Gamification, Game-Based Learning & Rep Engagement
Lateral Thinking
Virtual How: The Evolution of Learning Engagement
Ad Index
Focus Contacts
Focus Magazine - Fall 2017 - Intro
Focus Magazine - Fall 2017 - LTEN Focus on Training Magazine
Focus Magazine - Fall 2017 - Cover2
Focus Magazine - Fall 2017 - 3
Focus Magazine - Fall 2017 - 4
Focus Magazine - Fall 2017 - From the President: Reducing Scrap Learning
Focus Magazine - Fall 2017 - 6
Focus Magazine - Fall 2017 - Table of Contents
Focus Magazine - Fall 2017 - 8
Focus Magazine - Fall 2017 - Table of Contents
Focus Magazine - Fall 2017 - 10
Focus Magazine - Fall 2017 - Guest Editor: Training Effectiveness vs. Performance Management
Focus Magazine - Fall 2017 - 12
Focus Magazine - Fall 2017 - Directions: Fall Behind?
Focus Magazine - Fall 2017 - 14
Focus Magazine - Fall 2017 - Front of the Room: Lessons from My Painter
Focus Magazine - Fall 2017 - 16
Focus Magazine - Fall 2017 - Otsuka: Reinventing the National Meeting
Focus Magazine - Fall 2017 - 18
Focus Magazine - Fall 2017 - 19
Focus Magazine - Fall 2017 - 20
Focus Magazine - Fall 2017 - 21
Focus Magazine - Fall 2017 - Two Steps to Openings that Give Control
Focus Magazine - Fall 2017 - 23
Focus Magazine - Fall 2017 - 24
Focus Magazine - Fall 2017 - 25
Focus Magazine - Fall 2017 - Building and Engaging Workforces with R-E-S-P-E-C-T
Focus Magazine - Fall 2017 - 27
Focus Magazine - Fall 2017 - 28
Focus Magazine - Fall 2017 - 29
Focus Magazine - Fall 2017 - 30
Focus Magazine - Fall 2017 - 31
Focus Magazine - Fall 2017 - Change Agility: A Winning Capability at All Levels
Focus Magazine - Fall 2017 - 33
Focus Magazine - Fall 2017 - 34
Focus Magazine - Fall 2017 - 35
Focus Magazine - Fall 2017 - Revolutionize Your Coaching Action Plans
Focus Magazine - Fall 2017 - 37
Focus Magazine - Fall 2017 - 38
Focus Magazine - Fall 2017 - 39
Focus Magazine - Fall 2017 - Gamification, Game-Based Learning & Rep Engagement
Focus Magazine - Fall 2017 - 41
Focus Magazine - Fall 2017 - 42
Focus Magazine - Fall 2017 - 43
Focus Magazine - Fall 2017 - Lateral Thinking
Focus Magazine - Fall 2017 - 45
Focus Magazine - Fall 2017 - 46
Focus Magazine - Fall 2017 - 47
Focus Magazine - Fall 2017 - 48
Focus Magazine - Fall 2017 - Virtual How: The Evolution of Learning Engagement
Focus Magazine - Fall 2017 - 50
Focus Magazine - Fall 2017 - 51
Focus Magazine - Fall 2017 - Ad Index
Focus Magazine - Fall 2017 - Focus Contacts
Focus Magazine - Fall 2017 - 54
Focus Magazine - Fall 2017 - Cover3
Focus Magazine - Fall 2017 - Cover4
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