This time, like all times, is a very good one, if we but know what to do with it.” -- Ralph Waldo Emerson

In today’s context, the timing of FFE 2012 (Field Force Excellence) by the MedicinMan team is perfect. I am sure this event will be able to bring into sharp focus the challenges and perspectives on the role of FLMs in the changing context. It would also help build and foster excellence- a sure way for the pharmaceutical industry to evolve into “High retention and Low attrition” sector.

Recently I came across an article titled “Talent hunt; the race intensifies”. Employee retention, sales force in particular, has been mentioned as a crucial challenge and the demand –supply imbalance is adding to the woe. This has called for significant efforts to retain and attract a skilled human resource. When it comes to field force retention, one of the major influencing factors is the Front line manager and his role, relationship with his team members, etc. As the saying goes, “people work for people and not for companies”. Take any progressive and growing pharmaceutical organization and talk to its sales management team. The talk will invariably center on the FLMs, their role, quality, responsibility etc. in MAKING THINGS HAPPEN.Let us take a brief look at a typical FLM. Mostly, he is promoted from the ranks of a successful MR or TBM on the basis of

his strengths and eligibility. He suddenly moves into a role of MANAGING OTHERS from MANAGING SELF. Despite companies handling this transition in their own way, he is caught up with the immediate responsibility of getting results through others. Hence, mostly he is forced to focus on results. He loses out/ is deprived of the much needed ON THE JOB COACHING and TRAINING. To unlock a sales team’s abilities, a FLM must spend a significant amount of time on two activities:1. Help the team to understand the company’s direction and its implication for the team members.2. Coaching for performance. This happens very rarely today. Direct time spent on core coaching activity is only around 10 to 30%. Similarly, the FLMs hardly receive any coaching from their managers. Mostly, they are involved in auditing for compliance with standards or solving immediate problems. It is typically an attitude of ‘you are not paid to think, but to execute’. May be, this is the residual effect of early days of industrial revolution - Efficiency, at the cost of effectiveness, thus diluting EXCELLENCE. Attention to execution is important, but not at the cost of ignoring the need to put in efforts to deal with the challenges or demands involving the big picture. There has to be room for flexibility and improvement..

The rut of routine- disturbance in the team climate, low morale at all levels, etc- sets in and all these at a high cost to the companies. I hope the proceedings of FFE 2012 help the FLMs understand what is expected of them. The participation of discerning industry leaders will provide a better framework and clarity. It will also facilitate communication to ensure that the management understands the challenges FLMs face and how best they can be supported. Leaving you with this thought as a way forward… “Excellence is an art won by training and habituation. We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit”. Aristotle

Guest Editorial by K. HARIRAM; Former MD – Galderma India

FLM is the Fulcrum of FFEffe 2012

MedicinMan Field Force Excellence

MedicinMan Welcomes Mr. K. Hariram as Chief Mentor

www.medicinman.net MarCom Partners: www.creativesthatwork.com

Vol. 2 lssue 6 June 2012