We generally use words like leader and manager without having any clear idea about that. These people are responsible for managing the team and get the job done effectively on time but we found that everyone having their own style of managing team. In every organization there are various team leaders and its common that only few of them are exceptional, enthusiastic and give priority to the people development rather than giving priority to the numbers.
This is especially true when it comes to field sales managers in Indian Pharma. Indian Pharma industry is one of the industry where attrition rate is above 30 % and the reason behind this is lack of good front line sales managers. The front line sales managers are the bridge between mid-level managers and sales force, pressed with dual targets individual and team target.
Most front line managers come from background that leave a lot of room for development. So it’s wrong to expect that the front line mangers would be able to coach their team members. As a font line sales manager they only focus on achieving the numbers at any cost, in other words they always have a short term objective. This is the biggest pain area the whole Pharma industry is facing.
Most of the companies do not understand the importance of constant training, learning and development of the field force hence do not mandate to develop the skill of the field force as one of the key role of front line managers. That is the reason most of the companies only hire experienced field force and expect from their front line sales managers to produce numbers from day one. An impossible task that leads to frustration, disengagement and high attrition rate. Yet, this absurd process is mindlessly followed, except by a few thoughtful players who believe in constant training, learning and development.
Front line sales manager is the first position in field sales management that requires one to have clear understanding of what to manage and how to lead. Sales target have to be achieved through a combination of personal effectiveness, management process and people development.
Unless the FLM will not understand the importance of developing people and their abilities to be able to work independently, he will only focus on the short term goal of hitting numbers somehow. Here comes the role of second line sales managers. The role of second line managers to ensure that FLM’s lead their team of medical reps effectively by coaching them on the job, while at the same time learning to manage the tasks associated with achieving sales targets efficiently.