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Managing performance - Medical / Pharmaceutical Sales management articles

Diagnosing performance problems
(OnTarget Mag. Vol 4, issue 7 2005)

One of the toughest tasks for any manager is to determine the cause of a performance problem. Since decisions to remediate the problem will depend on the diagnosis, accurate assessment is crucial. In this article we will outline a model of factors influencing employee performance, so that you are less likely to ignore a possible source of performance deficit.

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Managing performance - Medical / Pharmaceutical Sales management articles

Strange job interview behaviour
(OnTarget Mag. Vol 4, issue 6 2005)

Most managers have had experiences interviewing candidates for job openings. I'm sure each of you has, at one time or another, been baffled by interviewee behaviour, but we're betting you haven't faced some of the behaviours that we list below. Certainly head-scratchers, and amusing (at least to read about). Strange but true. Based on a survey published via the Internet, here are some of the odd things reported by interviewing managers:

NHS Performance Management - How Ready Are You?
(OnTarget Mag. Vol 4, issue 5 2005)

Are you confident that your staff, products and services are up to the mark, and what are you doing to ensure that in terms of risk management your company have prepared not only for today but also for a very competitive future? As the NHS (National Health Service) and health care in general has become more sophisticated, business systems to measure and evaluate performance have become part of everyday life. But how far will the health service go with the performance management process in order to improve practice and outcomes?

Managing a Sales Career
(OnTarget Mag. Vol 4, issue 5 2005)

I can’t remember giving much thought to my career during the early years. All that seemed necessary was the need to do well. The benchmark that guided me was the choice and quality of the company car I got to drive. What ‘doing well’ meant didn’t seem to need explaining at the time. With the magic of hindsight, I could have managed my career better. Wherever you are in your sales career, perhaps you can benefit from the helicopter view that I have acquired.

The Extended Role of Company Representatives
(OnTarget Mag. Vol 4, issue 4 2005)

Both Hospital Managers and Companies have duties under the legislation to be proactive in ensuring the safe provision and use of technology. Until the late eighties development in both Clinical/Surgical technology and instrumentation were incremental. However with the technology revolution, advances became transformational and the dependency on the companies for technical support much greater, resulting in Hospital Managers allowing medical device company representatives routine access to clinical areas in order to benefit from their expert knowledge and the product training that the companies can provide to contribute to successful patient outcomes.

Know when it's time to be tough
(Date published: 28 January 2005)

If you are the owner or managing director of a business, there are three steps you should take that can significantly improve the quality (and productivity) of your work force: The first is to clarify in writing what is expected of every employee. The second is to lead by example, demonstrating in everything you do that you are a person of integrity and honesty, and that you are driven to exceed the goals you set for others. [read article]

What colour's your motivation - an insight in to the Strength Deployment Inventory®
(Publication Date 18 January 2005)

Lets start with what SDI® is not, it is not a psychometric test designed to measure a persons abilities, cognitive or otherwise, or an assessment of current skills from which to plan your future development, or even a tool to pigeonhole a persons behavior. It is however, an excellent way of understanding, firstly what motivates us and then what motivates others. Unlike other "personality trait" tools the SDI® goes beyond behavior into our core values. SDI® is built upon "Relationship Awareness Theory" which states that ‘motivation is the basis of all behaviour, and that we all need to feel a sense of self worth and self esteem in our relationships with others.’ [read article]

Using the Appropriate Development Approach in Performance Management
(Published 23 April 2004)

In my early days as a manager, I was often surprised by the reaction I got when I either delegated a task or simply told someone what to do. The result was either that the task was not completed or was perhaps done in an incorrect manner. It was only when I spoke to people about the reasons as to why it was not done, or why it was completed incorrectly, that I started to ask questions around what I should have done. Then I was introduced to Blanchard’s Situational Leadership model or The Skill/Will Matrix and it all started to make sense to me. This ensured that my performance management of people took on a more developmental focus with increased motivation and productivity as a result. [read article]

A Framework for Performance
(Published 24 February 2004)

There are a number of factors that have to be addressed if an employee is to become motivated and productive. In earlier articles, the importance of contracting and of building rapport were discussed and once these have been addressed it is vital that the manager ensures that the employee knows their role purpose and understands specifically what is expected of them both in terms of role objectives and behaviours. The behaviours are usually addressed within the contracting phase but time must be spend agreeing with the employee exactly what their work objectives are and also how they will be measured. If this clarity is not achieved then the employee will become de-motivated and performance will be severely compromised. [read article]

The Comfort Zone - Managing poor sales performance
(Date published: 25 January 2002)

"The Comfort Zone". How often have you heard this expression in pharmaceutical sales? It usually tends to come from management when discussing a sales representative who perhaps is "coasting" and could be doing a lot more to enhance their activity and their sales. It is also applied to management when role changes and rotations are discussed. "Give him a new role. That will waken him up and then we will see just how capable he his!" That was an actual comment from a senior manager. [read article]

Building Rapport in Managing Performance
(Published 12 January 2004)

Building rapport is essential if a manager is going to influence people and start the process of building trust. Trust is vital in Performance Management and if a manager is going to coach effectively and manage performance well then they must have an understanding of behavioural styles and how to build rapport quickly. [read article]

The Power of the Contract in Performance Management
(Published 09 December 2003)

An essential step in managing the performance of salespeople is that of establishing a sound and agreed contract between manager and the salesperson. A contract in this context is simply an agreement between the manager and the salesperson as to how best they are going to work together. It is a chance for each party to outline expectations, hopes and fears and is a superb opportunity for both the manager and salesperson to fully understand each other in terms of personality style, motivators and de-motivators. It is also an opportunity for the manager to ensure that the salesperson fully understands their role and their responsibilities as well as their sales and activity targets. [read article]

Secrets to Effective Performance Management in Medical Sales
(Published 01 December 2003)

In many ways there are no secrets to implementing effective performance management in medical sales. Performance Management is a process and a process which if implemented effectively should ensure that both sales executives and sales managers remain both productive and motivated. [read article]

How to offer and receive feedback
(Date published: 04 January 2002)

Everything we do as an individual has an impact on other people. Our own behaviour stimulates a variety of emotions in others, from excitement and happiness to anger and frustration. Some of us are more aware than others of how our actions affect the thoughts and feelings of those around us. However, whatever the state of our self-awareness, we all benefit enormously from receiving feedback. We also simultaneously help ourselves and grow as professionals when we consciously offer feedback to help others. Effective communicators must be able to offer and to receive feedback. [read article]

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