COVID-19 effectively halted in-person training. Moving technical training to virtual delivery is relatively easy, but that’s not true for training in soft skills such as coaching. At the start of the pandemic, we were in the process of updating our Results-Oriented Coaching Skills offering. The pandemic provided an opportunity to test, gather feedback, and incorporate a new flexible delivery approach in our latest version, ROCS 6.0.
When you're a manager responsible for coaching your team's performance, it’s helpful to have a simple coaching mantra. What is a mantra? How can a coaching mantra help you guide your team members to a higher level of success?
If you ask managers if coaching is an important part of their job, most will say, "Yes." However, organizations hold managers accountable for business results, not team development. How can managers focus on driving results and developing people at the same time?
Coaching is a deeply human experience, and communication is the foundation of the process. Recently, virtual coaching has become a standard practice, but there are challenges in not coaching in-person—from reading body language to observing people on the job. How can you overcome these?
It has become apparent that working from home is here to stay for the foreseeable future. As a leader, how do you approach this new work dynamic? One novel approach is to become an Outcomes-Based Organization, shifting the focus of day-to-day management away from activities and toward results.
If you're a manager long enough, you'll encounter declining performance in one of your direct reports. It won't get better on its own—so when you see it, take immediate corrective action!
If you're an MSL answering an HCP's question, you don't always get to plan your answers in advance. However, a little planning before a call can help you not only answer the question but also provide value and build your professional relationship.
MSLs often need to communicate complex information to opinion leaders. This is much easier and more effective when you have a positive, productive professional relationship.
Good training is based on performance objectives linking what people learn with how they work. Aligning these with company objectives ensures that learners develop skills and knowledge that the organization needs.
When you talk with friends or family members, you often start with a question, listen, and then respond. And it goes back and forth that way: asking, listening, and responding. Conversations with opinion leaders should have the same cadence, with good questions, careful listening, and sharing information.
Assessing direct reports’ performance seems like it should be straightforward: you just check their results and make your judgment. However, it’s not always that simple. Sometimes circumstances beyond the person's control interfere with progress. In an organization that values collaboration and teamwork, how do you fairly assess the contribution of each person on a team?
You see it all the time: “By the end of this program, you will understand...” But understanding doesn't always translate into action. Performance objectives make training more effective by focusing on what learners will be able to do with their knowledge.
Malcolm Knowles, one of the fathers of adult learning theory, wrote that "Teaching, like medical practice, is mostly a matter of cooperation with nature. The function of the teacher is to guide the student into the experiences that will enable him to develop his own potentialities."
Selling today is complex: multiple stakeholders all have a say in what to order, how, and when. The landscape requires a strategic, integrated selling approach. A solid sales model can give structure to integrated sales and make it easier to develop selling skills.
For medical science liaisons, selling is taboo. MSLs provide support to healthcare providers; sales representatives convince them to adopt a product. But sometimes MSLs do need to have influence—for instance, to alter an opinion based on incorrect data. The ability to influence others can be vital to an MSL's success.
Coaching should be simple and intuitive. Managers won't use a complicated coaching process that takes hours to prepare and execute. A simple coaching approach has managers ask themselves three questions. We call it the coaching mantra.
On January 17, 2017, the Senate confirmation committee asked Betsy DeVos how she would measure student achievement.
The way to combat dull PowerPoint-driven sessions is by knowing, understanding, and mastering your responsibilities as a facilitator of learning.