2. In one of my travels, I asked a pilot:
“What makes the plane fly?”, he
answered, “It’s the angle of attack”.
Simple answer but this metaphor is
a business principle.
Zeno Group Investments
Chairman and CEO
3. Typical Representative Attribute Importance
Index
Knowledgeable on own products 100
Keep doctor updated 88
Follows up on agree actions/reliable 87
Provide best possible level of service 81
Honest 81
Deliver key info within time frame 80
Knowledgeable on disease area 76
Not too pushy 75
Not speak ill of competitors' products 74
Appropriate frequency of calls 73
Knowledge on competitors' products 72
Polite 65
63
Contactable
Pleasant & friendly personality 63
Flexible responding to requests 62
Adapts the product presentation 61 Product
58
Willing to provide sample
58
Not oversell Relationship
58
Highlight patient & product benefits
56
Well dressed/presentable, professional image
54
Understands your business needs
Total respondent =150
4. Coaching: ISMO's Best FLSM s...
1 Focus coaching on selling model
2 Tailor coaching content according to
need
3
Spend full, structured days coaching
4
Document every coaching day
5
Use coaching to develop Reps' skills
and effectiveness
6
Provide people-centred leadership
5. 1
Focus Coaching on Selling Model
Primary focus is ESSENTIAL SELLING SKILLS MODEL
Other content coached as
required:
Product knowledge
Business planning
- Route planning, analysis,
etc.
6. 2 Tailor Coaching Content
According to Need
Content Rep 1
Inexperienced Rep
Average sales
Excellent team player
Fails to deliver key
product messages
Rep 2
Experienced Rep
High sales
Good in-call activity
Fails to keep
complete records
7. Spend Full, Structured
3
Days Coaching
Pre-coaching A Set up-front objectives
planning and in-call actions
Full B
day: Observe Rep in call
First
call to Calls
last call C Discuss / coach
around observations
D
End of day Agree resulting actions
debrief
8. 4 Document Every Coaching Day
MR: __________________________________________ Territory:
_______________________________________
A B C D
FLSM: ____________________________ Coaching Date: _______________ Previous Territory Business Planning
Coaching Date: ___________ Sets objectives in line with product adoption ladder and annual call investment
Applies customer targeting, coverage and frequency in line with SFE guidelines
and customers’ potental for business
Specific development area for focus: (From last coaching day)
Utilise ETMS/ call records as a planning tool to drive personal SFE
A B C D
______________________________________________________________________________________
_____________________ Building Customer Relationships
A: LEARNING, B: EFFECTIVE, C: ADVANCED, D: EXPERT Meets customer expectations in responding to requests in a timely fashion
Makes efforts to overcome barriers to understanding
Asks relevant questions, and concentrates on customers’ statements
SKILL AREAS TO BE RATED SPECIFIC COMMENTS
Selling
Selling Skills
• Pre-call Planning
(Plse tick boxes below)
A B C D
(Record the evidence that
illustrates the level of competency Teamwork
A B C D
model
displayed.) Works co-operatively with team members to enhance team success
Develops plans based on market & customer data Demonstrates teamwork by sharing customer targeting information,
Sets S.M.A.R.T objectives to move customers along product adoption path product adoption status and business plan objectives
Considers planned annual call investment with respect to product adoption A B C D
components
Plans effective opening statements lnked to SMART call objectives
Response To Development
Plans potential customer questions based on previous call(s)
Identifies and capitalizes upon development/training opportunities
A B C D
Seeks feedback from others to strengthen personal skills
• Opening Call
Takes action upon identified development areas from field coaching, and
Introduces self/company
annual performance reviews to raise competency levels
States purpose of call linked to pre-call SMART objectives
Builds rapport, and demonstrates self-confidence & enthusiasm
A B C D
STRENGTHS (Area graded C/D)
Clear
• Agreed Action Feedback
Asks questions linked to agreed customer actions from last call
Explores customer’s experience based on agreed action taken
Focused on coaching
actions and
Reponds to customer replies to create opportunities for further action
objectives
A B C D
• Deliver Key Message(s)
observations
Delivers key product message(s) clearly
Links product message(s) to benefits for customer/ patients
Uses approved detail aids to deliver key product message(s)
References supporting clinical studies/ reprints as required
Demonstrates appropriate product/ disease/ competitor knowledge
DEVELOPMENT NEEDS ACTION PLAN (Areas graded A & B) TARGET DATE
A B C D
• Overcome Objections
Listens to & focuses on customer statements to understand their experience
Resolves objections with product benefits
Demonstrates appropriate product/ disease/ competitor knowledge
A B C D
• Closing Call
Rephrases customer statements/ summarises main points
Seizes opportunities to ask for commitment to agreed action(s)
Clarifies and confirms customer commitment to agreed action(s)
Summarises product key message(s)
A B C D
Concrete actions for
next visit
9. 5
Use Coaching To Develop Sales
Force
Assessment COACHING PURPOSE Development
Current Best
Coaching Practice
Improve skills through practical
advice
Build Rep confidence
Encourage self-development
10. Qualitative Standards
s
Result
/S ales
s
enes
ctiv
g E ff e
Sellin
LEARNING EFFECTIVE ADVANCED EXPERT
A (Needs B (Minimum C D
Improvement) Company
Standard)
The FLSM must work with the Representatives to identify what
standard they are currently achieving (A/B/C/D) with each step in the
PSS process. Then coach them on the specific behaviours they
need to develop to move to the next level (A/B/C/D) – to achieve
more selling effectiveness
12. 6 Provide people-centred leadership
Skills Needed
Top
Middle
First
line
13. Three FLSM Skills
Skills Needed
C
Top on
ce
pt
Pe l ua
Middle Te
op
ch le
ni
First ca
line l
14. Five Fundamentals of
People-centred Skills
Building rapport
Giving attention to show genuine interest
in the person
Recognizing & working with differences
to make the person feel comfortable
Conveying the message clearly
Using feedback
(Adapted from: Di Kamp. 1997. Sharpen Your People Skills. McGraw-
Hill Publishing Company. England)
15. “How To” – People-centred Skills
People Skills involve:
Taking initiative in building rapport
Demonstrating a personal interest in
others Verbal
Striving to make the other party feel Communication
comfortable
Key questions (triggers) to check yourself: Non- verbal
Communication
Am I making the move to build
rapport?
Do I show that I am genuinely
interested in him/her as a person?
Am I making the person feel
comfortable?
16. “How To” – Verbal Communication
“U are interesting” questions VS “I know/ have it all”
Start off with “Tell me…” statements
questions
I know about that
Ask for opinions/
I have gone through all this
suggestions or ask about
their feelings/ experiences, I have seen all that already
e.g., I have heard about that
What do u think about… I have done that too
How do u feel about… I have tried that
What was it like for u when u.. I knew it before it happened
How would u have done it Of course, I know
differently? I know, I know, I know…
17. “How To” – Non Verbal Communication
Darting/wandering eyes VS Look at his/her face
Slouching VS Lean forward
Head down or turned VS Lift head or head cocked
away to one side
Eyes downcast or going VS Lift eyebrows
through documents
Talk more VS Listen more (and get to
know him/ her more)
18. Your Attitude is Key to People-centred
Approach to Leadership
There are various approaches to leadership. The People-
centred approach was developed by the late psychologist Carl
Rogers to help people to help themselves.
If you believe in and adopt the people-centred approach, you will
demonstrate the following four attitudes towards your
Representatives.
Inspire
Respect
Empathy
Genuineness
19. Your Attitude is Key to People-centred
Approach to Leadership
Inspire
Lead By Example
• If you expect your Reps to know the steps in the ESS model, you have to
know them yourself
• If you expect your Reps to explore customer experience based on agreed
action taken, you must be able to show how it is done.
Value People
• If we expect our Reps to value customers, we as FLSM s must value our
Reps.
• There are many ways you can show you value your people, e.g., respect
them, show empathy, etc.
Respect
Respect your Representatives as people who have the ability to provide
answers and insights regarding their own problems with support from you.
FLSM s need to have this fundamental belief about people in general and
their Representatives in particular.
20. Your Attitude is Key to People-centred
Approach to Leadership
Empathy
You must be able to empathise with problems of your Representatives.
You must be thoroughly immersed in the thoughts, perceptions, and feelings of your
Representatives.
You need to be able to see the world through their eyes.
Genuineness
Your behaviours in inspiring, respecting, showing empathy for your Representatives
must be GENUINE in order for the people-centred leadership to be effective.
Your outward actions and underlying beliefs must MATCH (this is often called
CONGRUENCE).
Although Rogers believed in a non-directive approach, it has been found to be more
effective to combine his people-centred approach to leadership with techniques to
manage the coaching process.
The coaching process (- How To Do It?) will be covered in the Next Session.
21. Summary
What To Focus On?
Six areas to look out for effective coaching:
Focus coaching on the Selling Model
Tailor coaching content according to need
Spend full, structured days in coaching
Document every coaching day
Use coaching to develop Reps’ skill & effectiveness
Provide people-centred leadership
People-centred approach in leading Representatives:
Five fundamentals of people-centred skills
“How To” of people-centred skills
Questions to ask
Verbal & Non-verbal communication
Four attitudes of people-centred leadership
Notas do Editor
(Cont…) Summarise the key points by telling the class that for FLSM to effectively coach & manage Rep performance, they need to do well both in Task & Process Task is about sales & non-sales (including behavioural) objectives/ goals, it’s about deliverables - without task, there is no outcome Process is about approach or steps of coaching/ managing people, it’s about consistency & standards, and fairness across the salesforce - without process, there is no repeated success The coaching & PM program will focus on both Task & People Facilitator’s notes The key thrust of this activity is to bring out responsibility as a leader. The focus is not just on the task aspect (no doubt goals/target/quota need to be achieved) but also the human side of supervision. For example, how can the leader convince the followers to want to achieve those goals? Did the leader encourage performance, guide & show how the job should be done e.g., if FLSM expects his/her Reps to deliver the steps in the ESS model, the FLSM must be well-versed with the ESS steps in the first place to coach & manage effectively . If class size is small, you can either reduce the number of members/ team, or take up the role as the leader. SLSM Comment: As SLSM you are responsible for “Coaching the coach”, you set coaching standards for your team of FLSMs by way of coaching them. Therefore you need to demonstrate balance between TASK and PROCESSES.
This is typical data from most of our markets when customers have been surveyed (by IMS) on what attributes they consider most important in representatives. What the data shows is that doctors consider both “relationship” & “product” delivery attributes important in effective representatives. This is a critical point. It illustrated that while relationships are important, ability to deliver compelling, differentiating product messages is vital.
SLSM Comments: Primary focus for coaching“MR coaching and business management”.
Before showing this slide, ask the class for inputs on the key elements within the Coaching Form. Solicit their inputs and record them on the flipchart. There should be eleven key elements within the Coaching Form comprising: Selling skills Pre-call planning Opening call Agreed action feedback Delivering key messages Overcoming objections Closing calls Post-call analysis Territory business planning Customer relationship Personal development Teamwork End by emphasizing that the Coaching Form should be completed at the end of every coaching day after discussion with the Rep about their performance. SLSM Comments: Take this opportunity to visit the contents of FLSM viz. Leadership & culture, Effective Recruitment, Coaching and TD, Business Planning and PM, Customer Management.
Distribute the FLSM’s coaching standards description to all delegates, and refer them to the contents.
Ask the class what are the three key skill areas a FLSM should have. Have them respond and write their inputs on the flipchart. Display the slide and tell the class that whatever level of management they find themselves in, the three areas of required skills are: Technical skills - understanding of, proficiency in specific kind of activity, particularly involving methods, processes, procedures or techniques,e.g., ETMS, Essential Selling Skills, etc Conceptual skills - involve the ability to view the organisation as a whole which is greater than the sum of its parts. This includes recognising how the various functions of the organisation depend upon each other and how changes in one part affect all the others, e.g., Business planning, etc. People skills - ability to coach staff, work effectively with people, & build co-operative effort within the sales team, e.g., genuine interests in people, empathise with the rep, develop relationship with physicians, etc. Ask: What happens when a FLSM does not have: Technical skills - FLSM will lose respect from his/ her reps & other FLSM s Conceptual skills - no organisational effectiveness People skills - will come across as someone who is simply task-oriented SLSM Comments: SLSM leads 40-60 members of a team,and has great influence on them, therefore in SLSM role “people development skills” requirement is of critical importance to SFE.
The slide explains that the skill area that changes at different tiers of management is the amount of technical or conceptual skills required. There maybe a stronger focus for top level Managers on the conceptual side of the work but the human side is still equally important. So people skills are still the most critical for any level Manager to have. Ask the class: “What are People Skills for?”. Tell them we will now do an exercise. Refer to trainer’s notes on the next page, but do not show the slide.
“ Who Am I?” Exercise - BEFORE SHOWING THIS SLIDE? Explain to the class that the objective of the exercise is to allow them to become acquainted with a partner by expressing themselves through an object of their choice. Tell them they have 7 minutes to draw something or search the surrounding area to find something that they feel represents or expresses some of their characteristics. Alternatively they can take an item from their purses, wallets or pockets to describe themselves. Call on each person to self-disclose. Ask: * What did you learn about the other participants? * What reaction do you have to the variety of objects chosen to express their character? * To what degree do you feel that you know the other participants better? Learning points * We are all different and expresses ourselves differently. Recognising and being willing to work together in-spite of differences is fundamental to people skills - Pt 3 in shown slide. * To make the other person feel comfortable, we can start by self- disclosure which in turn encourages others to feel comfortable with us. Show the slide, and tell them people skills involve: * taking initiative in building rapport * demonstrating a personal interest in others * striving to make the other party feel comfortable To check if they have people skills, there are some key questions (triggers) that they need to ask themselves. Again, emphasise importance of using these key questions to check themselves. Show the slide. Either ask participants to read out or trainer reads out. * Am I making the move to build rapport? * Do I show that I am genuinely interested in him/her as a person? * Am I making the person feel comfortable?
“ Art Of Communication” Exercise - BEFORE SHOWING THIS SLIDE Tell them that after making the first move, one of the ways to build rapport is to understand the art of making conversation. Earlier on we asked you to introduce to your partner, what did you do? You started to make conversation to create rapport before you introduced yourself to him or her, Ask: why making conversation is important to people? Draw out : they help us to feel comfortable, at home in a new environment * They help us feel connected to someone else * They help to ease tension * They help us feel recognised as a person * They help us gather information, to identify customer needs Ask : Suppose a colleague tells you he has just had to deal with a difficult customer and he feels he didn’t handle the situation very well. You have dealt with this particular customer a number of times in the past, how would you respond? Get a few participants to share their responses, and put their responses on the whiteboard or flipchart. Note if participants portray “I know it all” in their response ie. Advice/solution giving, or domineering most of the conversation Display the slide to share with them the technique of Making Conversation. Clarify that “I” statements can be used to help show empathy or ability to relate in some situations but they should not simply stop there – continue with “U” questions to encourage conversation. Ask them to look at their responses in the scenario exercise above to see if they have done that. Continue in next page of Trainer’s Note.
“ Art Of Communication” Exercise Share with them that making their bodies behave in the above manner will galvanise them to pay attention to the speaker, even if they were uninterested in the beginning. Explain verbal and non-verbal must go hand in hand Non-verbal: * Greet with a Real smile * Know customer is approaching, look up, ready to serve * Make eye contact * Lean forward * Nodding * Gesturing politely Refer them to the 5 fundamentals of people skills, that is: * Building rapport * Giving attention to show genuine interest in the person * Recognising & working with differences to make the person feel comfortable * Conveying message clearly * Using feedback Tell them that the last 2 exercises capture how we can convey messages clearly (verbal & non-verbal), and to use feedback through open-questioning technique.
Facilitate participants to re-cap the key points covered in this session before showing this slide.