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Brilliant Pointers On The Importance Of Effective Implementation And Psychology
How many times have we been to a sales seminar, or to a top-flight convention, to become totally engrossed in what we find there, able to “milk” in the atmosphere and to feel the motivation building up inside us? The originators and producers of these events had worked their magic and had provided us with just the right amount of excitement and motivation to push us into the market and get us to sell the services or products without any delay. In most cases, pharmaceutical sales training sessions or books can be similarly motivational and there is always an important time and a place for these tools to be used by the typical sales force. However, we can never underestimate the importance of effective implementation, as when the “rubber hits the road,” a lot of that motivation quickly seems to be absorbed into the atmosphere.
Here lies the main point, the problem that has faced the motivational speaker or corporate trainer for years, now. The act of making a salesperson originate and formulate a plan, attached to a realistic goal is not the biggest task — execution is where the challenge lies. Theory in the classroom is one thing, the practice is another, with the important goal being to make the salesperson actively aware of real-world challenges and threats and positioning them so that they can cope when the pressure is on. However, it must be understood that very many different factors come into play when the salesperson is actually engaged with the prospect and one could argue that the biggest hurdle facing the salesperson when trying to “land” a sale is the attitude or subconscious direction displayed by the salesperson him or herself.
These days, pharmaceutical sales training must be careful not to introduce impossible, sometimes psychological barriers, which would effectively stand in the way of effective implementation. We often hear that nothing less than a 100% result is acceptable and this often forms the basis for setting sales goals in the first place. Often, however, the salesperson must be able to use individual initiative and to understand that opportunities come in many different shapes and forms. It is sometimes better to accept a result that can be classified as a significantly high percentage, rather than striving to get 100% of zero.
A sales person must be taught that a display of persistence in the face of adversity is important. While it is also important to recognise when the parameters have changed so much that a goal is simply not achievable anymore, it is still nevertheless important to maintain course when surmountable obstacles are laid in the way. This all calls for flexibility, the ability to adapt and change, while calling on that internal motivation to cover those extra few yards to the goal line.
The sales force must be supported in the field and anything less than total commitment from the organisation in terms of resources, training, as well as product strength and deliverability will undoubtedly result in a lower effective rate of implementation. This is where critical, key account management training works best, infusing the right person with the right amount of knowledge and ability, allowing them to implement effectively and according to unequivocal guidance from senior management personnel.
Alan Gillies is the CEO of L2L Consulting, a cutting-edge pharma consultancy firm which specialises in optimising productivity and performance within international companies by applying tailored organisational strategies.
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