Shifting AwarenessFirst Line Sales Managers

FLSM Module by Diego Jose Ramos

Zeno Group InvestmentsChairman and CEO

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.

81

76

75

73

72

63

63

62

61

58

58

58

56

54

100

88

87

80

81

65

74

Total respondent =150

Knowledgeable on own products

Keep doctor updated

Follows up on agree actions/reliable

Provide best possible level of service

Honest

Deliver key info within time frame

Knowledgeable on disease area

Not too pushy

Not speak ill of competitors' products

Appropriate frequency of calls

Knowledge on competitors' products

Polite

Contactable

Pleasant & friendly personality

Flexible responding to requests

Adapts the product presentation

Willing to provide sample

Not oversell

Highlight patient & product benefits

Well dressed/presentable, professional image

Understands your business needs

Product

Relationship

Typical Representative Attribute Importance Index

Coaching: ISMO's Best FLSM s...

Focus coaching on selling model

Tailor coaching content according to need

Spend full, structured days coaching

Document every coaching day

Use coaching to develop Reps' skills and effectiveness

Provide people-centred leadership

3

1

4

2

5

6

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.

1

Tailor Coaching Content

According to NeedRep 1

Inexperienced Rep Average sales Excellent team

player Fails to deliver key

product messages

Content

Rep 2 Experienced Rep High sales Good in-call activity Fails to keep

complete records

2

Spend Full, Structured Days

Coaching Pre-coaching

planning

End of day debrief

Calls

Set up-front objectives

and in-call actions

Agree resulting actions

A

D

Observe Rep in call

Discuss / coach around observations

B

C

Full day:First

call to last call

3

A B C D Territory Business Planning 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 Utilise ETMS/ call records as a planning tool to drive personal SFE

A B C D Building Customer Relationships 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

A B C D Teamwork Works co-operatively with team members to enhance team success Demonstrates teamwork by sharing customer targeting information, product adoption status and business plan objectives

A B C D Response To Development Identifies and capitalizes upon development/training opportunities Seeks feedback from others to strengthen personal skills Takes action upon identified development areas from field coaching, and annual performance reviews to raise competency levels

STRENGTHS (Area graded C/D)

DEVELOPMENT NEEDS ACTION PLAN (Areas graded A & B) TARGET DATE

MR: __________________________________________ Territory: _______________________________________ FLSM: ____________________________ Coaching Date: _______________ Previous Coaching Date: ___________ Specific development area for focus: (From last coaching day) ___________________________________________________________________________________________________________ A: LEARNING, B: EFFECTIVE, C: ADVANCED, D: EXPERT

SKILL AREAS TO BE RATED SPECIFIC COMMENTS (Plse tick boxes below) Selling Skills A B C D Pre-call Planning Develops plans based on market & customer data Sets S.M.A.R.T objectives to move customers along product adoption path Considers planned annual call investment with respect to product adoption Plans effective opening statements lnked to SMART call objectives Plans potential customer questions based on previous call(s)

A B C D Opening Call Introduces self/company States purpose of call linked to pre-call SMART objectives Builds rapport, and demonstrates self-confidence & enthusiasm

A B C D Agreed Action Feedback Asks questions linked to agreed customer actions from last call Explores customer’s experience based on agreed action taken Reponds to customer replies to create opportunities for further action

A B C D Deliver Key Message(s) 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

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

(Record the evidence that illustrates the level of competency displayed.)

Clear coaching objective

s

Concrete actions for next visit

Focused on actions and observation

s

Selling model

components

4 Document Every Coaching Day

COACHING PURPOSEAssessment Development

CurrentCoaching

Improve skills through practical advice

Build Rep confidenceEncourage self-development

Best Practice

Use Coaching To Develop Sales Force

5

A LEARNING(NeedsImprovement)

B EFFECTIVE (Minimum Company Standard)

C ADVANCED D EXPERT  

Selling Effectiveness/ Sales Results

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

Qualitative Standards

FLSM’s Coaching Standards Grade A-D

Provide people-centred Provide people-centred leadershipleadership

6

Skills Needed

Top

Middle

Firstline

Skills Needed

Top

Middle

Firstline

Three FLSM SkillsThree FLSM Skills

ConceptualPeople

Technical

Building rapportBuilding rapport

Giving attention to show genuine interest Giving attention to show genuine interest

in the personin the person

Recognizing & working with differences Recognizing & working with differences

to make the person feel comfortableto make the person feel comfortable

Conveying the message clearlyConveying the message clearly

Using feedbackUsing feedback

(Adapted from: Di Kamp. 1997. Sharpen Your People Skills. McGraw-(Adapted from: Di Kamp. 1997. Sharpen Your People Skills. McGraw-

Hill Publishing Company. EnglandHill Publishing Company. England))

Five Fundamentals of Five Fundamentals of People-centred SkillsPeople-centred Skills

““How To” – People-centred SkillsHow To” – People-centred Skills

Key questions (triggers) to check yourself: 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?

People Skills involve:People Skills involve: Taking initiative in building rapportTaking initiative in building rapport Demonstrating a personal interest in Demonstrating a personal interest in

othersothers Striving to make the other party feel Striving to make the other party feel

comfortablecomfortable

Verbal Communication

Non- verbal Communication

““How To” – Verbal How To” – Verbal CommunicationCommunication

“U are interesting”

questions

Start off with “Tell me…”

questions

Ask for opinions/

suggestions or ask about

their feelings/

experiences, e.g.,

What do u think about…

How do u feel about…

What was it like for u when

u..

How would u have done it

differently?

“I know/ have it all”

statements

I know about that

I have gone through all

this

I have seen all that

already

I have heard about that

I have done that too

I have tried that

I knew it before it

happened

Of course, I know

I know, I know, I know…

VS

““How To” – Non Verbal How To” – Non Verbal CommunicationCommunication

Darting/wandering eyes

Slouching

Head down or turned

away

Eyes downcast or going

through documents

Talk more

Look at his/her face

Lean forward

Lift head or head

cocked to one side

Lift eyebrows

Listen more (and get

to know him/ her

more)

VS

VS

VS

VS

VS

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

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.

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).

Your Attitude is Key to People-centred Approach to Leadership

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.

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

Summary What To Focus On?