Shifting awareness: First Line Sales Managers


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  • (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.
  • Shifting awareness: First Line Sales Managers

    1. 1. Shifting AwarenessFirst Line SalesManagersFLSM Module by Diego Jose Ramos
    2. 2. In one of my travels, I asked a pilot:“What makes the plane fly?”, heanswered, “It’s the angle of attack”.Simple answer but this metaphor isa business principle. Zeno Group Investments Chairman and CEO
    3. 3. Typical Representative Attribute ImportanceIndex 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. 4. Coaching: ISMOs Best FLSM s...1 Focus coaching on selling model2 Tailor coaching content according to need3 Spend full, structured days coaching4 Document every coaching day5 Use coaching to develop Reps skills and effectiveness6 Provide people-centred leadership
    5. 5. 1 Focus Coaching on Selling ModelPrimary focus is ESSENTIAL SELLING SKILLS MODEL Other content coached as required:  Product knowledge  Business planning - Route planning, analysis, etc.
    6. 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. 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 Callslast call C Discuss / coach around observations D End of day Agree resulting actions debrief
    8. 8. 4 Document Every Coaching DayMR: __________________________________________ Territory:_______________________________________ A B C DFLSM: ____________________________ Coaching Date: _______________ Previous Territory Business PlanningCoaching 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 businessSpecific 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 RelationshipsA: 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 SellingSelling 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. 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. 10. Qualitative Standards s Result /S ales s enes ctiv g E ff e Sellin LEARNING EFFECTIVE ADVANCED EXPERTA (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
    11. 11. FLSM’s Coaching Standards Grade A-D
    12. 12. 6 Provide people-centred leadership Skills NeededTopMiddleFirstline
    13. 13. Three FLSM Skills Skills Needed CTop on ce pt Pe l uaMiddle Te op ch le niFirst caline l
    14. 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. 15. “How To” – People-centred SkillsPeople Skills involve: Taking initiative in building rapport Demonstrating a personal interest in others Verbal Striving to make the other party feel Communication comfortableKey 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. 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. 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. 18. Your Attitude is Key to People-centredApproach 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. 19. Your Attitude is Key to People-centredApproach 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. 20. Your Attitude is Key to People-centredApproach 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. 21. SummaryWhat 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