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Management & Leadership Training 
for 
First Line Sales Manager 
Prepared by : 
Md. Anwar Morsalin, Asst. General Manager (Sales & Marketing), Gaco Pharmaceuticals 
May 2013
Purpose of the Training Program 
First-Line Managers make important decisions on a daily basis that are 
critical to the execution of company’s strategies and satisfaction of its 
customers. 
This program is geared to train the basics of leadership and 
management to individuals in this critical position, supplying them 
with the tools they need to make optimal decisions that are aligned 
to the organization’s strategy and lead their teams in execution. 
This one day (8 hours) training program will help them in understanding 
their basic management & leadership roles in the organization. 
After this session they will be able to focus better their roles & 
responsibilities.
Contents ______________________________________________ 
Management & the Managers 
Who is a First Line Manager (FLM) ? 
The Role of the First Line Managers (FLMs) 
What does Responsibility mean? 
Core responsibilities of 1st line sales mangers 
A Strategy-Based Approach to First-Line Sales Managers’ Responsibilities 
Differences in 1st, 2nd & 3rd line sales managers’ roles 
Five things first-line managers should know 
Managerial Skills 
Leadership Skills 
Managers vs Leaders 
Managers have subordinates 
Leaders have Followers 
Motivating MPOs 
Joint Sales Calls : An important guiding tool for MPOs 
Managing Vacant Territories 
Sales Activity Monitoring (SAM) 
Transactional Analysis in sales 
Case Study
What is Management ? 
A set of activities (planning, organizing, leading, 
controlling and decision making) at an 
organizational resources (human, financial, 
physical, information) to achieve organizational 
goals in an efficient & effective manner. 
Who is a Manager ? 
A manager is a person who is primarily 
responsible to carry out management process. 
Who is an Ideal Manager ? 
The ideal manager for an 
organization must be both 
EFFECTIVE & EFFICIENT. 
Effective Manager : Who makes right 
decision and successfully implement 
them to achieve the objectives. 
Efficient Manager : Who achieve the 
objectives in a cost effective way. 
Management & the Managers
Who is a First Line Manager (FLM) ? 
First line managers are those directly responsible for the day to day work of a team 
of employees. 
They will report to second line managers who are 
responsible for the day to day work of many teams 
each with a first line manager. 
Traits of successful First Line Sales Managers 
A. They understand MPOs and manage them wisely 
B. They leave sales to the MPOs (most of the time) 
C. They align MPOs in the field with company goals 
1st line sales managers are the key to any successful operation. A 
person who is hardworking, sincere, with strong leadership quality 
can change the scenario completely. 
He is like a player, coach, mentor, or teacher to his team members. 
He has to sell performance to his own people through right 
direction, delegation and control.
The Role of the First Line Managers (FLMs) 
FLMs undertake a balancing act working as an intermediary 
between senior management and team members. 
FLMs are required to be able to plan, prioritise and 
monitor performance and progress. 
They need to be able to identify performance issues, 
understand how to evaluate the behaviors and 
performance of both teams and individuals and take 
action to address performance issues. 
FLMs need to take responsibility not only for their 
performance, but the performance of others as well.
What does Responsibility mean? 
Responsibility is the ability to respond. 
Ability implies there is a need for certain knowledge, skills and tools and response 
implies some form of action needs to be taken. The effectiveness of an FLM is 
directly linked to their Ability to Respond.
Why sales people fail ? 
When they believe that business will come to them, they 
fail. In selling profession, business does not come, we have 
to go out and have it by doing hard work. 
Lack of follow up in a timely manner, which makes the sales 
people and the organization lose credibility. 
Lack of commitment of the sales force toward achieving 
sales target due to lack of proper motivation by the line 
managers. 
Lack of clarity & consistency of goals, objectives & direction make the sales 
people disorganized. 
Lack of proper monitoring of the sales processes. 
Miscommunication and lack of coordination between sales & marketing activities. 
Lack of proper selling skills (sales training) make sales people fail.
Core responsibilities of 1st line sales mangers 
They manage the sales target given to his 
MPOs, remove obstacles to selling, conduct 
joint sales calls and win/loss reviews, conduct 
bottom performer management and identify 
opportunities for efficiency. 
They lead the team, motivate, inspire and 
execute the sales strategy by translating 
strategies into actions. 
They ensure the team has a common understanding 
of individual and team sales mission. 
They coach sales people. They train sales people 
continuously with real-time examples. 
They recruit, develop an internal and external 
network to continuously attract talent.
A Strategy-Based Approach 
to First-Line Sales Managers’ Responsibilities 
First-line sales managers are the key link between 
an organization’s strategy and the day-to-day 
activities of the sales force. 
The first-line sales managers are uniquely positioned to play a critical role 
in driving the decisions of senior management as the direct connection 
from senior sales managers to the field.
A Strategy-Based Approach 
to First-Line Sales Managers’ Responsibilities 
A. Directing the MPOs 
The first responsibility of the first-line sales 
managers is clarifying and explaining the 
Business strategy to the MPOs. 
They plays a critical role in translating and 
reinforcing those decisions throughout the 
MPOs. 
They need to focus the MPOs on the right 
customers and areas. 
They need to guide MPOs with necessary selling techniques 
considering the customers’ attitudes & importance.
A Strategy-Based Approach 
to First-Line Sales Managers’ Responsibilities 
B. Organizing the MPOs 
The first line sales managers must organize (coordination among team 
activities & performance toward company policies) their respective MPOs 
based on marketing and sales strategies; like day to day activities, sales time 
allocation based on customers’ importance, team efforts, and administrative 
issues etc.
A Strategy-Based Approach 
to First-Line Sales Managers’ Responsibilities 
C. Executing the Strategies 
The Execution area is typically the focus of first-line sales 
managers. 
Educate MPOs on achieving target: They can influence the 
degree to which targets provide the highest level of focus and 
motivation for the MPOs. 
Measure and manage performance: First line managers needs 
to measure performance of his team. Managers must also 
coach their MPOs through regular activities such as one-on-one 
meetings, phone calls, and traveling with MPOs to 
customer sites to transcend poor performance. 
Communicate for sales compensation: It is their role to 
explain, communicate and give examples of how an MPO can 
earn incentive under various performance scenarios.
A Strategy-Based Approach 
to First-Line Sales Managers’ Responsibilities 
D. Supporting the MPOs 
First-line sales managers offer the MPOs with the right 
messages, as well as recruiting and training talent, which will 
determine the MPOs ultimate success in selling. 
Provide the right messages: First-line sales managers should 
ensure each MPO has the right messages to identify leads, 
sell solutions and develop a compelling value proposition to 
customers. 
Develop sales competencies: They can help identify talent 
short-falls and methods for filling those gaps. Clarifying to an 
MPO the types of skills required and where they may need to 
develop goes a long way in building an MPO’s ability to be 
effective.
Differences in 1st, 2nd & 3rd line sales managers’ roles 
The role of first line managers is basically supervisory in 
nature, they supervise the activities of MPOs and ensure that 
all the plans of the company are implemented by the grass 
root workers (MPOs). 
This role can be played only by first line managers as they are 
close to the MPOs most of the time; second line managers can 
not be with every MPO every week so they can not ensure 
implementation by each MPO. 
The first line managers are implementers of the company's 
strategies, their job is to see that an MPO implements the 
company‘s strategies in the field. They play very minimum 
role in planning. 
The second line managers and above come under senior 
managers. They play key roles in business planning which is 
supposed to be implemented by first line managers and 
MPOs. 
So the basic difference between 1st & 2nd or 3rd line managers 
is that the first is implementer while the second and third line 
mangers have to do lot in terms of planning, and ensure 
execution.
Effective Management Skills 
Productive and effective management is not an innate 
quality, management skills can be cultivated, developed and 
learned. 
Some managers inspire, some motivate, and others fail 
miserably to engage their employees. 
When employees choose to leave a position, it's often because 
of their manager or relationships with people in their working 
environment. 
People quit people, not jobs. 
First line sales managers must motivate their team to make them 
productive & reduce turn over of sales talent, and also to support & 
train to improve performance of average MPOs.
Five things first-line managers should know 
They are the first contact point between line workers and management 
Polish business communication skills (verbal & written) 
Learn how to think strategically 
Get comfortable with complexity and uncertainty 
Improve management and leadership through personal mastery 
Invest in professional development programs
Communication Skills 
Guidelines for effective communication 
1. Stop talking 
2. Put the talker at ease 
3. Show a talker that you want to listen 
4. Remove distractions 
5. Empathize with a talker 
6. Be patient 
7. Hold your temper 
8. Go easy on argument and criticism 
9. Ask relevant questions 
10. Stop talking
Communication Process 
Develop 
Idea 
Encode 
Message 
Bridge of 
Barriers 
Transmit meaning Receive Decode 
Feedback for two-way communication 
S 
E 
N 
D 
E 
R 
R 
E 
C 
E 
I 
V 
E 
R 
Accept Use
Managerial Skills 
Technical Skills : The skills needed to understand and do tasks relevant to 
the organization. 
Interpersonal / Human Skills : The ability to communicate, understand, and 
motivate both individuals and groups. 
Conceptual Skills : The ability to think in the abstract. 
Diagnostic Skills : The ability to observe the most appropriate response to a 
situation.
Managerial Skills 
Diagnostic Skills 
Interpersonal / 
Human Skills 
Conceptual Skills 
Technical Skills 
Top Managers 
Middle Managers 
First Line Managers
Leadership Skills 
Interpersonal / 
Human Skills 
Conceptual Skills 
Technical Skills 
First Line Managers Middle Managers Top Managers
Managers vs Leaders 
Managers are persons who get the job done by 
others. 
Leaders are those who have followers. 
The biggest difference between managers and leaders is the way they motivate the 
people who work or follow them, and this sets the tone for most other aspects of 
what they do. 
Many people, by the way, are both. They have management jobs, but they realize that 
you cannot buy hearts, especially to follow them down a difficult path, and so act as 
leaders too. 
"To truly lead one's people, one must also truly know them." ~Nelson Mandela
Managers have subordinates 
Managers have subordinates and their power over 
others comes from formal authority. 
Authoritarian, transactional style 
Managers have a position of authority given by the 
company, and their subordinates work for them and do 
as they are told because they have been promised a 
reward for doing so. 
Work focus 
Managers are paid to get things done, often within tight constraints of time and 
money. They thus naturally pass on this work focus to their subordinates. 
Seek comfort 
They tend to lead normal and comfortable lives. This leads them to be relatively 
risk-averse and they will seek to avoid conflict where possible. In terms of people, 
they generally like to run a 'happy ship'.
Leaders do not have subordinates, when they are 
leading. When they want to lead, they have to 
give up formal authoritarian control, because to 
lead is to have followers, and following is always 
a voluntary activity. 
Leaders have Followers 
Charismatic, transformational style 
Telling people what to do does not inspire them to 
follow you. You have to appeal to them, showing 
how following them will lead to their hearts' desire
Leaders have followers 
Seek risk 
Leaders are risk seekers, although they are not blind thrill-seekers. 
When pursuing their vision, they consider it natural to 
encounter problems and hurdles that must be overcome along 
the way. 
People focus 
They are always good with people, and quiet styles that 
give credit to others (and takes blame on themselves) are 
very effective at creating the loyalty that great leaders 
engender. 
This does not mean that leaders do not pay attention to 
tasks - in fact they are often very achievement-focused. 
What they do realize is the importance of enthusing 
others to work towards their vision.
Managers vs Leaders : an overview 
Subject Leader Manager 
Essence Change Stability 
Focus Leading people Managing work 
Have Followers Subordinates 
Horizon Long-term Short-term 
Approach Sets direction Plans detail 
Decision Facilitates Makes 
Power Personal charisma Formal authority 
Appeal to Heart Head 
Dynamic Proactive Reactive 
Persuasion Sell Tell 
Exchange Excitement for work Money for work 
Likes Striving Action 
Wants Achievement Results 
Risk Takes Minimizes 
Rules Breaks Makes 
Conflict Uses Avoids 
Direction New roads Existing roads 
Concern What is right Being right 
Credit Gives Takes 
Blame Takes Blames
Motivating Sales Team 
What is Motivation ? 
Motivation is a psychological feature, that makes a person to act towards a 
desired goal and elicits, controls, & sustains certain goal-directed behaviors. 
Motivation is the purpose or psychological cause of an action. 
In one day, 
1. your MPOs may want to work as hard as possible to achieve the objective or 
2. to work hard enough to avoid a reprimand or 
3. to do as little as possible. 
The goal for a first line manager is to maximize the 
occurrence of the first incident and minimize the 
occurrence of the last incidence. 
The face of any organization is the sales force. Companies spend a considerable 
amount of time and money on sales force rather than on any other promotional 
activity. However, sales force is expensive and companies are looking forward to 
managing them in an efficient and effective manner.
Motivating Sales Team 
How do I motivate my sales team ? 
How do I retain top sales talent ? 
MONEY is not the only way to motivate the salespeople ; 
ENGAGEMENT is the way, it is a bigger motivator than money 
In a survey, 78% employees cited RECOGNITION as a motivating factor in their career. 
Facts behind keeping your team motivated 
69 %work harder if they are better recognized 
52 %are not satisfied with their current recognition 
49 % leave as they would be recognized by another company for their efforts 
39 %do not feel appreciated at work 
72 % feel they are disengaged 
18 %disengaged employees undermine co-workers success
Motivating Sales Team 
2 proven principles that work well in motivating salespeople 
1. Recognition and 2. Appreciation 
• Be specific about the objectives, goals, strategies etc. 
• Be focused about the tasks (including the sales process) 
• Update the MPOs about compensation plan (sales incentives, reward etc.) 
• Give public recognition 
• Recognize something besides sales 
• Involve the family / friends 
• Match the FPs talents with company’s objectives 
• Build personal & trusting relationships with co-workers 
• Encourage open & frequent conversations to avoid disengagement 
• Train salespersons continuously 
• Help salespersons in career development 
• Give feedback immediately 
• Show respect
Joint Sales Calls : An important guiding tool for MPOs 
• The joint fieldwork gives you an excellent opportunity to: 
• Help the team members perform better 
• Establish your leadership 
• Train, develop and assess the professional competence of your team 
members on-the-job. 
• Assess the movement and availability of different products 
• Develop rapport with KOLs (key opinion leaders) 
• Assess sales trends and competitors’ activities in different markets 
• Plan your work to ensure optimum utilization of time. 
• Based on the observations made during joint fieldwork, identify areas for 
the team member’s development. 
• Demonstration can be used to show how something could be done. 
• This provides an opportunity to the team member to identify the areas that 
need improvement.
Managing Vacant Territories : 1st line manager sales managers’ focus 
A 1st line sales manager should be on the constant lookout for 
good prospective candidates in each territory. 
Till a suitable replacement is selected, maintain the sales of the 
vacant territory by ensuring the regular coverage of all the key 
doctors. 
Be in touch with the important customers of a vacant territory 
either by phone or physical sales calls. 
Keep the vacant territories active by selling products & 
generating prescriptions by your own until a suitable candidate 
is found.
Sales Activity Monitoring (SAM) : 
Essential of Pharmaceuticals Sales Management 
What to monitor ? 
MPOs daily activities & outcome 
Cold sales calls and warm sales calls 
MPOs performance & sales growth 
Customers’ Feedback 
How to monitor ? 
Verbal Monitoring : Daily communication over cell phone to tract his every 
movement in the market place & day’s outcome. 
Monitoring by documents : Observing DCRs, TPs, sales performance, 
utilization of resources, sales calls frequency etc. 
Meetings : Analyze outcome & next strategies to overcome difficulties.
Transactional Analysis in sales 
Transactional analysis is a theory about personality, 
personality development and communication. 
An Ego state is a consistent pattern of feeling and 
experience, and normally associated with particular patterns 
of behavior. 
The three ego states are Parent, Adult and Child: 
The Parent state : Caring & Protective 
The Adult state : Organized, & Logical 
The Child state : Natural, Spontaneous, and Emotional 
Relationship Pattern 
Parent & Child relation - Protective & Emotional 
Adult & Adult - Logical & Logical 
Adult & Child - Logical & Emotional 
Physicians & Salesman - ? 
ASM & MPO - ?
Roles of a 1st line sales managers : a brief 
The role of a first-line sales manager is a juggling act. 
They have to close sales, coach and motivate their team to be customer-relationship 
specialists. 
They should know how to develop and execute a successful sales strategy. 
The pressure is on their shoulders as the success of the sales department is largely 
dependent on how well they can handle these multiple priorities. 
A 1st line managrt is a trusworthy motivator , team leader 
and 100% positive result oriented person for the 
organisation, he should be good communicator having 
good product knowledge and most important he should be 
frank ,open and passionate . He can lead his team by 
motovating the team members in positive way that they 
should acheive their goal every month with the help of 
company's strategy which should be 100% implementing in 
the field .
Case Study 
Find out 3 difficulties in your area regarding MPOs’ productivity 
improvement in Gaco Pharmaceuticals. 
Explain the reasons behind these difficulties. 
Suggest suitable solutions to overcome these difficulties. 
What are the managerial steps will you take at your end next in 
this regard ? 
A prescribed format will be used in the case study, where 
common difficulties will be mentioned to help them to 
study the case. Moreover, open discussion session will be 
conducted to learn about the case study.
Q &A 
Thank You

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First line sales managers' training

  • 1. Management & Leadership Training for First Line Sales Manager Prepared by : Md. Anwar Morsalin, Asst. General Manager (Sales & Marketing), Gaco Pharmaceuticals May 2013
  • 2. Purpose of the Training Program First-Line Managers make important decisions on a daily basis that are critical to the execution of company’s strategies and satisfaction of its customers. This program is geared to train the basics of leadership and management to individuals in this critical position, supplying them with the tools they need to make optimal decisions that are aligned to the organization’s strategy and lead their teams in execution. This one day (8 hours) training program will help them in understanding their basic management & leadership roles in the organization. After this session they will be able to focus better their roles & responsibilities.
  • 3. Contents ______________________________________________ Management & the Managers Who is a First Line Manager (FLM) ? The Role of the First Line Managers (FLMs) What does Responsibility mean? Core responsibilities of 1st line sales mangers A Strategy-Based Approach to First-Line Sales Managers’ Responsibilities Differences in 1st, 2nd & 3rd line sales managers’ roles Five things first-line managers should know Managerial Skills Leadership Skills Managers vs Leaders Managers have subordinates Leaders have Followers Motivating MPOs Joint Sales Calls : An important guiding tool for MPOs Managing Vacant Territories Sales Activity Monitoring (SAM) Transactional Analysis in sales Case Study
  • 4. What is Management ? A set of activities (planning, organizing, leading, controlling and decision making) at an organizational resources (human, financial, physical, information) to achieve organizational goals in an efficient & effective manner. Who is a Manager ? A manager is a person who is primarily responsible to carry out management process. Who is an Ideal Manager ? The ideal manager for an organization must be both EFFECTIVE & EFFICIENT. Effective Manager : Who makes right decision and successfully implement them to achieve the objectives. Efficient Manager : Who achieve the objectives in a cost effective way. Management & the Managers
  • 5. Who is a First Line Manager (FLM) ? First line managers are those directly responsible for the day to day work of a team of employees. They will report to second line managers who are responsible for the day to day work of many teams each with a first line manager. Traits of successful First Line Sales Managers A. They understand MPOs and manage them wisely B. They leave sales to the MPOs (most of the time) C. They align MPOs in the field with company goals 1st line sales managers are the key to any successful operation. A person who is hardworking, sincere, with strong leadership quality can change the scenario completely. He is like a player, coach, mentor, or teacher to his team members. He has to sell performance to his own people through right direction, delegation and control.
  • 6. The Role of the First Line Managers (FLMs) FLMs undertake a balancing act working as an intermediary between senior management and team members. FLMs are required to be able to plan, prioritise and monitor performance and progress. They need to be able to identify performance issues, understand how to evaluate the behaviors and performance of both teams and individuals and take action to address performance issues. FLMs need to take responsibility not only for their performance, but the performance of others as well.
  • 7. What does Responsibility mean? Responsibility is the ability to respond. Ability implies there is a need for certain knowledge, skills and tools and response implies some form of action needs to be taken. The effectiveness of an FLM is directly linked to their Ability to Respond.
  • 8. Why sales people fail ? When they believe that business will come to them, they fail. In selling profession, business does not come, we have to go out and have it by doing hard work. Lack of follow up in a timely manner, which makes the sales people and the organization lose credibility. Lack of commitment of the sales force toward achieving sales target due to lack of proper motivation by the line managers. Lack of clarity & consistency of goals, objectives & direction make the sales people disorganized. Lack of proper monitoring of the sales processes. Miscommunication and lack of coordination between sales & marketing activities. Lack of proper selling skills (sales training) make sales people fail.
  • 9. Core responsibilities of 1st line sales mangers They manage the sales target given to his MPOs, remove obstacles to selling, conduct joint sales calls and win/loss reviews, conduct bottom performer management and identify opportunities for efficiency. They lead the team, motivate, inspire and execute the sales strategy by translating strategies into actions. They ensure the team has a common understanding of individual and team sales mission. They coach sales people. They train sales people continuously with real-time examples. They recruit, develop an internal and external network to continuously attract talent.
  • 10. A Strategy-Based Approach to First-Line Sales Managers’ Responsibilities First-line sales managers are the key link between an organization’s strategy and the day-to-day activities of the sales force. The first-line sales managers are uniquely positioned to play a critical role in driving the decisions of senior management as the direct connection from senior sales managers to the field.
  • 11. A Strategy-Based Approach to First-Line Sales Managers’ Responsibilities A. Directing the MPOs The first responsibility of the first-line sales managers is clarifying and explaining the Business strategy to the MPOs. They plays a critical role in translating and reinforcing those decisions throughout the MPOs. They need to focus the MPOs on the right customers and areas. They need to guide MPOs with necessary selling techniques considering the customers’ attitudes & importance.
  • 12. A Strategy-Based Approach to First-Line Sales Managers’ Responsibilities B. Organizing the MPOs The first line sales managers must organize (coordination among team activities & performance toward company policies) their respective MPOs based on marketing and sales strategies; like day to day activities, sales time allocation based on customers’ importance, team efforts, and administrative issues etc.
  • 13. A Strategy-Based Approach to First-Line Sales Managers’ Responsibilities C. Executing the Strategies The Execution area is typically the focus of first-line sales managers. Educate MPOs on achieving target: They can influence the degree to which targets provide the highest level of focus and motivation for the MPOs. Measure and manage performance: First line managers needs to measure performance of his team. Managers must also coach their MPOs through regular activities such as one-on-one meetings, phone calls, and traveling with MPOs to customer sites to transcend poor performance. Communicate for sales compensation: It is their role to explain, communicate and give examples of how an MPO can earn incentive under various performance scenarios.
  • 14. A Strategy-Based Approach to First-Line Sales Managers’ Responsibilities D. Supporting the MPOs First-line sales managers offer the MPOs with the right messages, as well as recruiting and training talent, which will determine the MPOs ultimate success in selling. Provide the right messages: First-line sales managers should ensure each MPO has the right messages to identify leads, sell solutions and develop a compelling value proposition to customers. Develop sales competencies: They can help identify talent short-falls and methods for filling those gaps. Clarifying to an MPO the types of skills required and where they may need to develop goes a long way in building an MPO’s ability to be effective.
  • 15. Differences in 1st, 2nd & 3rd line sales managers’ roles The role of first line managers is basically supervisory in nature, they supervise the activities of MPOs and ensure that all the plans of the company are implemented by the grass root workers (MPOs). This role can be played only by first line managers as they are close to the MPOs most of the time; second line managers can not be with every MPO every week so they can not ensure implementation by each MPO. The first line managers are implementers of the company's strategies, their job is to see that an MPO implements the company‘s strategies in the field. They play very minimum role in planning. The second line managers and above come under senior managers. They play key roles in business planning which is supposed to be implemented by first line managers and MPOs. So the basic difference between 1st & 2nd or 3rd line managers is that the first is implementer while the second and third line mangers have to do lot in terms of planning, and ensure execution.
  • 16. Effective Management Skills Productive and effective management is not an innate quality, management skills can be cultivated, developed and learned. Some managers inspire, some motivate, and others fail miserably to engage their employees. When employees choose to leave a position, it's often because of their manager or relationships with people in their working environment. People quit people, not jobs. First line sales managers must motivate their team to make them productive & reduce turn over of sales talent, and also to support & train to improve performance of average MPOs.
  • 17. Five things first-line managers should know They are the first contact point between line workers and management Polish business communication skills (verbal & written) Learn how to think strategically Get comfortable with complexity and uncertainty Improve management and leadership through personal mastery Invest in professional development programs
  • 18. Communication Skills Guidelines for effective communication 1. Stop talking 2. Put the talker at ease 3. Show a talker that you want to listen 4. Remove distractions 5. Empathize with a talker 6. Be patient 7. Hold your temper 8. Go easy on argument and criticism 9. Ask relevant questions 10. Stop talking
  • 19. Communication Process Develop Idea Encode Message Bridge of Barriers Transmit meaning Receive Decode Feedback for two-way communication S E N D E R R E C E I V E R Accept Use
  • 20. Managerial Skills Technical Skills : The skills needed to understand and do tasks relevant to the organization. Interpersonal / Human Skills : The ability to communicate, understand, and motivate both individuals and groups. Conceptual Skills : The ability to think in the abstract. Diagnostic Skills : The ability to observe the most appropriate response to a situation.
  • 21. Managerial Skills Diagnostic Skills Interpersonal / Human Skills Conceptual Skills Technical Skills Top Managers Middle Managers First Line Managers
  • 22. Leadership Skills Interpersonal / Human Skills Conceptual Skills Technical Skills First Line Managers Middle Managers Top Managers
  • 23. Managers vs Leaders Managers are persons who get the job done by others. Leaders are those who have followers. The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Many people, by the way, are both. They have management jobs, but they realize that you cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too. "To truly lead one's people, one must also truly know them." ~Nelson Mandela
  • 24. Managers have subordinates Managers have subordinates and their power over others comes from formal authority. Authoritarian, transactional style Managers have a position of authority given by the company, and their subordinates work for them and do as they are told because they have been promised a reward for doing so. Work focus Managers are paid to get things done, often within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates. Seek comfort They tend to lead normal and comfortable lives. This leads them to be relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they generally like to run a 'happy ship'.
  • 25. Leaders do not have subordinates, when they are leading. When they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity. Leaders have Followers Charismatic, transformational style Telling people what to do does not inspire them to follow you. You have to appeal to them, showing how following them will lead to their hearts' desire
  • 26. Leaders have followers Seek risk Leaders are risk seekers, although they are not blind thrill-seekers. When pursuing their vision, they consider it natural to encounter problems and hurdles that must be overcome along the way. People focus They are always good with people, and quiet styles that give credit to others (and takes blame on themselves) are very effective at creating the loyalty that great leaders engender. This does not mean that leaders do not pay attention to tasks - in fact they are often very achievement-focused. What they do realize is the importance of enthusing others to work towards their vision.
  • 27. Managers vs Leaders : an overview Subject Leader Manager Essence Change Stability Focus Leading people Managing work Have Followers Subordinates Horizon Long-term Short-term Approach Sets direction Plans detail Decision Facilitates Makes Power Personal charisma Formal authority Appeal to Heart Head Dynamic Proactive Reactive Persuasion Sell Tell Exchange Excitement for work Money for work Likes Striving Action Wants Achievement Results Risk Takes Minimizes Rules Breaks Makes Conflict Uses Avoids Direction New roads Existing roads Concern What is right Being right Credit Gives Takes Blame Takes Blames
  • 28. Motivating Sales Team What is Motivation ? Motivation is a psychological feature, that makes a person to act towards a desired goal and elicits, controls, & sustains certain goal-directed behaviors. Motivation is the purpose or psychological cause of an action. In one day, 1. your MPOs may want to work as hard as possible to achieve the objective or 2. to work hard enough to avoid a reprimand or 3. to do as little as possible. The goal for a first line manager is to maximize the occurrence of the first incident and minimize the occurrence of the last incidence. The face of any organization is the sales force. Companies spend a considerable amount of time and money on sales force rather than on any other promotional activity. However, sales force is expensive and companies are looking forward to managing them in an efficient and effective manner.
  • 29. Motivating Sales Team How do I motivate my sales team ? How do I retain top sales talent ? MONEY is not the only way to motivate the salespeople ; ENGAGEMENT is the way, it is a bigger motivator than money In a survey, 78% employees cited RECOGNITION as a motivating factor in their career. Facts behind keeping your team motivated 69 %work harder if they are better recognized 52 %are not satisfied with their current recognition 49 % leave as they would be recognized by another company for their efforts 39 %do not feel appreciated at work 72 % feel they are disengaged 18 %disengaged employees undermine co-workers success
  • 30. Motivating Sales Team 2 proven principles that work well in motivating salespeople 1. Recognition and 2. Appreciation • Be specific about the objectives, goals, strategies etc. • Be focused about the tasks (including the sales process) • Update the MPOs about compensation plan (sales incentives, reward etc.) • Give public recognition • Recognize something besides sales • Involve the family / friends • Match the FPs talents with company’s objectives • Build personal & trusting relationships with co-workers • Encourage open & frequent conversations to avoid disengagement • Train salespersons continuously • Help salespersons in career development • Give feedback immediately • Show respect
  • 31. Joint Sales Calls : An important guiding tool for MPOs • The joint fieldwork gives you an excellent opportunity to: • Help the team members perform better • Establish your leadership • Train, develop and assess the professional competence of your team members on-the-job. • Assess the movement and availability of different products • Develop rapport with KOLs (key opinion leaders) • Assess sales trends and competitors’ activities in different markets • Plan your work to ensure optimum utilization of time. • Based on the observations made during joint fieldwork, identify areas for the team member’s development. • Demonstration can be used to show how something could be done. • This provides an opportunity to the team member to identify the areas that need improvement.
  • 32. Managing Vacant Territories : 1st line manager sales managers’ focus A 1st line sales manager should be on the constant lookout for good prospective candidates in each territory. Till a suitable replacement is selected, maintain the sales of the vacant territory by ensuring the regular coverage of all the key doctors. Be in touch with the important customers of a vacant territory either by phone or physical sales calls. Keep the vacant territories active by selling products & generating prescriptions by your own until a suitable candidate is found.
  • 33. Sales Activity Monitoring (SAM) : Essential of Pharmaceuticals Sales Management What to monitor ? MPOs daily activities & outcome Cold sales calls and warm sales calls MPOs performance & sales growth Customers’ Feedback How to monitor ? Verbal Monitoring : Daily communication over cell phone to tract his every movement in the market place & day’s outcome. Monitoring by documents : Observing DCRs, TPs, sales performance, utilization of resources, sales calls frequency etc. Meetings : Analyze outcome & next strategies to overcome difficulties.
  • 34. Transactional Analysis in sales Transactional analysis is a theory about personality, personality development and communication. An Ego state is a consistent pattern of feeling and experience, and normally associated with particular patterns of behavior. The three ego states are Parent, Adult and Child: The Parent state : Caring & Protective The Adult state : Organized, & Logical The Child state : Natural, Spontaneous, and Emotional Relationship Pattern Parent & Child relation - Protective & Emotional Adult & Adult - Logical & Logical Adult & Child - Logical & Emotional Physicians & Salesman - ? ASM & MPO - ?
  • 35. Roles of a 1st line sales managers : a brief The role of a first-line sales manager is a juggling act. They have to close sales, coach and motivate their team to be customer-relationship specialists. They should know how to develop and execute a successful sales strategy. The pressure is on their shoulders as the success of the sales department is largely dependent on how well they can handle these multiple priorities. A 1st line managrt is a trusworthy motivator , team leader and 100% positive result oriented person for the organisation, he should be good communicator having good product knowledge and most important he should be frank ,open and passionate . He can lead his team by motovating the team members in positive way that they should acheive their goal every month with the help of company's strategy which should be 100% implementing in the field .
  • 36. Case Study Find out 3 difficulties in your area regarding MPOs’ productivity improvement in Gaco Pharmaceuticals. Explain the reasons behind these difficulties. Suggest suitable solutions to overcome these difficulties. What are the managerial steps will you take at your end next in this regard ? A prescribed format will be used in the case study, where common difficulties will be mentioned to help them to study the case. Moreover, open discussion session will be conducted to learn about the case study.
  • 37. Q &A Thank You