Coaching pharma medical reps

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Coaching

description

Coaching medical sales reps is a crucial issue for all pharmaceutical companies today. All first line managers see it as catching errors in their subordinates, No one see it as development process so I hope this simple presentation describe it in a simple way . Regards M.Shehab Training operation manager Bepac Training https://www.facebook.com/Bepac2012

Transcript of Coaching pharma medical reps

Page 1: Coaching  pharma medical reps

Coaching

Page 2: Coaching  pharma medical reps

Learning outcomes

• What is coaching?

• The importance of coaching

• The coaching process

• Sales force performance

• Field coaching

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Coaching

• It’s helping your people day by day to do a better job

• It’s making them more capable to do their present job on their own and to enjoy doing it well.

• It’s also preparing them for future bigger responsibilities

• Coaching is a technique that helps to achieve both performance improvement and employee development

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Counseling

A supportive process by a manager to help an employee define & work through personal problems that affect job performance.

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Coaching benefits

• Performance improvement (Skills improvement)

• Effectiveness improvement

• Encourage sales rep to take ownership of own development. (Self- Coach)

• Retention of high performing people

• Frees up your management time

• Sales improvement

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Managing and Coaching

Managing focuses on:

• Telling

• Directing

• Authority

• Immediate Needs

• Open Specific Outcome

Coaching Focuses on:

• Exploring

• Facilitating

• Partnership

• Long-Term Development

• Open to many possible outcomes

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The coaching process

• Define Performance Criteria

Where do we want to be?

• Evaluate Performance

Where are we?

• Plan Development

How can we close the gap?

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Does sales rep know what he is supposed to do ?

Does sales rep have

Knowledge and skills to implement the desired behavior?

Is there any barrier that prevent sales rep from carrying out the desired

behavior?

Could sales rep carry out the desired behavior ?

Yes

Yes

No

NO

NO

Yes

Yes

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Sales person performance

• Sales force performance as being comprised of behavior (the activities salespeople perform), and outcomes resulting from behavior

Churchill, Gilbert

1985

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Sales Performance Categories

• Sales performance is a function of Ability and Effort:

• Ability : Comprises the knowledge and skills necessary to perform the job

• Effort : Is made up of time spent working and the energy & concentration applied during that time.

• Every salesperson can be put into one of four Sales Performance Categories according to the combination of these two factors.

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Sales person performance

Skills Knowledge

Ability(Competences)

Calls Activities

Effort

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Stars

Delegate

Child

Direct

Coasters

Motivate

Strivers

Advise

Ability

High Low

Hig

h

Low

E

ffo

rt

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Choosing the right coaching style

Advise

• Teach& Train • Guide

• Praise and endorse

Delegate

• Give additional responsibilities • Praise and endorse

• Collaborate in decisions

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Motivate Direct (Tell) • Teach and train

• Guide • Identify constrains

• Motivate • Praise and endorse

• Motivate

• Identify constrains

• Praise and endorse

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“ You never achieve real success unless you like what you are

doing “

Dale Carnegie

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Coaching Competencies Building the climate

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1- Trust

• Gained through being fair, honest and acts on ways people can depend on .

• Being friendly, firm but also deal with people as adult without threats or blames.

• It means following through promises to help them improve.

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2- Support

• Which is shown when you believe in your workers , give them deserved praise

• Help them to improve and reach their goals.

• Catch your employees doing things well .

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3- Communication

• Comes through two way sharing of information and careful listening from you.

• Do not be judgmental

• Always provide feedback.

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4- Participation

• Involve your employees in planning and decisions affect them.

• Ask questions and use their ideas and suggestions.

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Change behavior not people

• When you hire people you are not buying them, or their minds, attitudes, or values. You are only renting their behaviour!

• As a manager your job is not to change people, but to manage or change their behaviour in your restricted environment

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Field coaching

• 10 steps of field coaching

Before the call

4 steps

During the call

1 step

After the call

5 steps

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Before the call 4 steps

1- Analyze customer information Last call

Products covered

Business obtained

Information gained

Present situation

2- Plan & prepare with rep Customer needs

Call objectives

F&B

Anticipate the objection

Close & commitment

3- Call rehearsal

Rehearse the planned call

4- Agree which part you will take

You will take observation of the whole

Handling some aspects

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During the call

1 step • Watch and listen

• Look at rep not at customer

• Avoid unplanned intervention

• Observe deviation from plan/why? What effect?

• Is call objective achieved?

• What are strengths ?what are weaknesses?

• What are improvements since last call?

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After the call

5 steps 1- Analyze rep performance

Praise in details things done well

Let the rep identify any weakness

If he doesn’t recognize them help him to see.

Agree them with him

Show him how to improve by demo

2- Assist in recording

3- Set a specific objective for the customer for the next call

4- Make sure this objective is recorded

5- Agree and arrange a specific time when improvement can be checked?

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Thanks

M.Shehab

https://www.facebook.com/Bepac2012