There are many types of problem analysts

For the most part, IT and communications industry analysts are a hard working, diligent group. They do their homework, make sure that they are up-to-date and act in an ethical manner. Unfortunately, this description does not cover all analysts.

While the analyst community can rightly say that there are problem AR teams, the reality is that there are problem analysts as well. However, there is no single type of problem analyst. Rather there are a variety of types each with their own characteristics. AR professionals need to identify the type of problem analyst they are confronted with and develop a plan that addresses his or her specific characteristics. The types of problem analysts that SageCircle has identified are:

How to manufacture a “problem analyst”

After promoting the Dealing with Problem Analysts webinar (September 17th at 8:30 am PT and 4 pm PT) on Twitter, I got the following tweet from Martin Atherton (profile, Twitter handle) of Freeform Dynamics:

 

The tweet was good for a chuckle, but it got me thinking. Martin has great points, but what he brought up were just AR best practices* not true problems. However, it sparked a thought that vendors could “manufacture” a problem analyst. Here are some “worst practices” that AR should consider avoiding:

  • Complaining about perceived bias without offering measureable proof
  • Demanding changes to draft or published research without Continue reading

Got a problem analyst? Screaming won’t help.

That primal scream of frustration from the throats of many AR professionals often comes as a reaction to something that a “problem analyst” has said or done. Be it the killing of a promising sales deal or an uninformed but highly visible press quote, problem analysts can wreck havoc on the AR team’s plans and standing within their own companies. How should AR professionals react when they are confronted by the wrath of an executive screaming?  What activities should a team plan to turn around negative analysts?

An approach that rarely works is for the AR manager to turnaround and scream, whether at the analyst or the analyst’s boss.  What does work is for the AR manager to step back, take a deep breath and calmly analyze the situation.

One issue that AR has is determining whether or not it even makes sense to invest any effort into turning around or countering a problem analyst. Frankly, many problem analysts are not worth the effort because they have little influence. The next issue is to determine the type of problem analyst you are confronting (e.g., pragmatist, know it all, budget vampire, well-known press hound, rock star, among others) because different types of problem analysts require different approaches.

The critical step – if the decision is to turn the analyst around – is creating a plan to address the situation. Oh, don’t forget to equip your sales force with information and tools to mitigate negative commentary in the meantime. Of course AR has to do this while your executives are breathing fire down your neck.

Announcing the SageCircle “Dealing with Problem Analysts” Webinar

Our SageCircle AR Webinar will provide you with succinct and actionable information that will help you analyze your situation and determine Continue reading

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