by Dr Bob Murray, Fortinberry Murray Many professional service firms are rushing into irrelevance. They seem to have the idea that they must either rush into technology or die. But this is a false assumption. In this session Dr Bob Murray will show you a different way to remain relevant and to leverage what the successful professional service firms do best. Dr Bob will guide you through the latest research in HumanScience and show you how to get clients and teams invested in the relationship with you and your firm. He will also show you how to use powerful influence and persuasion tools linked to the neurogenetic reward system. The session will be highly interactive, very practical and, as always with Dr Bob, great fun.

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Making professional service
firms relevant in the age of AI
ICON/APSMA Forum
Melbourne – 15 June 2017
Dr Bob Murray

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Three key take-aways
˃ In the future most professional service firms will
look more like the large consultancies
˃ The future belongs to those who can form
lasting relationships, not technocrats
˃ Human beings are about mutual support, that’ll
be what you are offering

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The two challenges/opportunities
Professional
Services
Technology
What we use and
how we use it
HumanScience™
What really drives
human beings?

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What is human?
˃ 80% of our genetics and neurobiology about
building supportive relationships1
˃ H-G bands based on commonality, not kinship
˃ We are not rational
1Social exclusion decreases prosocial behaviour. Twenge, J.M., Baumeister, R.F., DeWall, C.N., and Bartels, J.M. (2007). Journal of Personality and
Social Psychology, 92, 56-66

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What is human?
˃ We naturally avoid change
˃ Our greatest fear is exclusion
˃ We make bad decisions under stress
˃ Every interaction affects our brain and genes
1Social exclusion decreases prosocial behaviour. Twenge, J.M., Baumeister, R.F., DeWall, C.N., and Bartels, J.M. (2007). Journal of
Personality and Social Psychology, 92, 56-66

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What goes on in any interaction?
Neurobiology of Decision Making: A Selective Review from a Neurocognitive and Clinical Perspective. Ernst,M., & Paulus M.P. (2005). Biological
Psychiatry, 58, 596-604.
Hard Facts Dangerous Half-Truths and Total Nonsense. Profiting from evidence-based management. Pfeffer,J., & Sutton,R.I. (2006). Boston, Mass:
Harvard Business School Press
SCARF: a brain-based model for influencing and collaborating with others. Rock, D. (2008). NeuroLeadership Journal, 1, 44-52.
Less than
- Tribe
- Trust
- Needs
- Fears
- Hopes
- Assumptions

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The 4 main human drivers: CATS
Certainty
Autonomy
Trust
Status

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The future of professional services
> Move from fact and information-based businesses
to consultancies
> Deeply understand the clients you’re dealing with
> Multiple touch points with client at different levels
> Framing the right questions instead of providing
answers and products

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ALPS® Dialogue skills
Ask: ask more than tell
Listen: we don’t hear 60% of what people say
Praise: galvanise the brain’s reward mechanism
Specify: generalities reduce trust

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Potent praise
˃ The reward system: dopamine and oxytocin
˃ What, how and who
˃ Organisations with a culture of praise are up to
25% more productive and profitable1
1In Praise of Praising Your Employees. Robinson, J. (2006).Gallup Business Journal
2Social effects of oxytocin in humans: context and person matter. Bartz, J.A., Zaki, J., Bolger, N., & Ochsner, K.N. (2011). Trends in Cognitive Sciences, 15, 301-311
Dopamine
reward system
Striatum

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Write down one thing you will do
differently, starting today

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Praise each other