Training Solutions

Romar's catalog of training solutions covers a variety of topics that are essential for developing leaders, managers, sellers, trainers, and facilitators. We build all solutions on sound adult learning fundamentals proven to drive better performance. We can deliver solutions separately or in combination and can customize them to meet your organization's development needs. We can deliver any solution via workshop, eLearning, webinar, or a combination of these media. The depth and breadth of topics allow us to produce high-quality training that meets your schedule and budget requirements.

Click the links below to filter training solutions by category. If you don't see the exact topic you need, please contact us.

  • Achieving Performance Excellence

    A company's success depends largely on the talent of its employees; however, many companies do not have a solid, consistent process for managing talent and helping employees achieve their full potential. The most astute companies recognize the relationship between implementing sound performance excellence practices and maintaining high-performing employees. Achieving performance excellence involves a cyclical process focusing on the direct report's knowledge, skills, and behaviors as related to standards of performance crucial to roles and responsibilities, setting clear expectations for the direct report, and developing the direct report to meet or exceed those expectations. This solution provides participants with skills and tools not only to manage more effectively, but most important, to help them help their direct reports reach their full potential.

  • Asking Good Questions

    Fundamentally, selling involves uncovering an important need and satisfying that need with product features. However, in the current sophisticated market, sales professionals need to go beyond just focusing on needs. They need to bring true value to customers; however, customers may be reluctant to communicate what would bring them value. Effective questioning can help skilled sales professionals uncover critical needs and, more important, help customers address issues that are truly important to them.

  • Assessing the Situation

    Before moving from the opening segment of the call, the sales professional should check progress by asking a question to make sure the customer agrees with the points they are discussing and is tracking with the sequence and purpose of the call. By gaining the customer’s interest with the information the sales professional is sharing, the sales professional is tailoring his or her presentation to the customer’s needs and objectives. This makes the call more personal, enjoyable, and successful. The sales professional should practice this skill before moving from each segment of the call to the next. Even though a customer may express questions and opinions at any time during a sales presentation, they most often come forward when the sales professional is assessing the situation. When a customer offers a question or an opinion, the sales professional should address it and should reach an agreement with the customer that the response is satisfactory.

  • Assessment Center

    The assessment center identifies candidates and prepares them for the program using four criteria-selection profile, manager recommendation, application, and interview. After acceptance, candidates attend an intensive, interactive session in which they respond to various realistic activities and scenarios to immerse them in the management role in which they are interested. Observers provide a final report detailing candidates' performance in the program and readiness level for the new position or role.

  • Beyond Feature-Benefit Selling

    To build a sense of passion about products and the company among customers, the sales professional must consult customers to resolve issues and problems important to them on a continual basis. To do this effectively, one must fully understand customers’ needs and use the information uncovered during previous sales calls, the opening, and other dialogue to make a recommendation about how the features and benefits of the company’s products and services can address customers’ needs and challenges.

  • Building High-Performing Teams

    Research shows that teams are much more effective than individuals at accomplishing important tasks. The challenge is bringing individuals together in such a way that they function as a high-performing team. A team approach is becoming the norm, and individuals working in isolation are the exception. This workshop develops learners' ability to create and lead a team to function at a high level to meet a desired objective and to establish a team mission and implement processes that help the team drive results. This solution employs research that outlines what defines a high-performing team and how that team can coordinate under an effective leader to achieve extraordinary results.

  • Business Acumen

    Business Acumen provides an opportunity for MSLs to identify, interpret, and create strategic plans from available data sources, such as company planning and reporting tools. This interactive workshop requires a high level of participation. MSLs will interpret data and identify strengths, weaknesses, opportunities, and threats relative to specific disease states, research, market conditions, research drivers/considerations, and competitive activities to develop comprehensive strategic plans and tactics that support overall medical affairs objectives.

  • Business Acumen and Planning

    Managers need good business acumen skills to provide consistency to the business planning process. This solution develops managers' ability to understand their business, develop effective strategies and tactics for leveraging resources, and manage the execution of plans. This solution also provides a tool for the managers' supervisors to effectively monitor and coach plan implementation and effectiveness.

  • Call Planning

    There are two types of call planning—pre-call planning and post-call analysis. The sales call should be a continuum linked to the outcome and post-call analysis of the previous sales call. The planned sales call should include a process for customer dialogue that includes a call objective, an opening, preestablished questions to stimulate the customer’s interest, and business-related dialogue that gains a commitment by both parties for next actions. Moreover, the sales professional will need to select resources that substantiate his or her message and are visual to the customer for better learning and recall. The pre-call plan/post-call analysis should address how the sales professional plans to address a customer’s need. To do this, the sales professional needs to plan specific questions he or she will use during the creating dialogue phase of selling while handling objections to move the sale forward.

  • Closing

    Closing means gaining a commitment to action that moves the customer forward in the buying cycle. The sales professional bases commitment to action upon where the customer is in the buying cycle. If the customer is unaware of the product, then commitment to action may involve asking the customer to read an article about the product. If the customer is using the product, commitment to action may include asking the customer to use the product in an approved but different patient type for which the customer previously prescribed. Closing is about next actions as well. The sales professional’s commitment to the customer is to ensure that the sales professional is following up on ways to help overcome issues and problems associated with customer, patient, and practice needs.

  • Coaching Coaches

    Coaching is one of the most effective and profitable management responsibilities. Effective leaders understand the importance of coaching and that effective coaching practices begin with them. Consistently effective coaches maintain a coaching point of view, which they pass to their managers. They believe in their ability to set specific performance expectations and to teach individual managers the necessary knowledge, skills, and behaviors to achieve those expectations through others. They profess these expectations to themselves, their team, individual team members, and appropriate third parties outside the team. They are patient and persistent in communicating and teaching their expectations in words, actions, and thoughts until the expectations are achieved. Effective leaders model the behavior they expect of others. This solution provides the tools and skills necessary to ensure that senior managers or directors develop their direct report managers to their full potential.

  • Coaching for Launch Excellence

    Coaching for Launch Excellence is an interactive workshop developed around the idea that coaching during a new product, product indication, or marketing initiative, while based on good coaching fundamentals, should feel a little different than standard coaching. It should communicate a sense of urgency and importance. The coaching before, during, and after the launch is critical to establishing the momentum of the launch. Coaching for Launch Excellence combines coaching and executional excellence to develop a sales team through these three critical phases of introducing a new product, product indication, or marketing initiative. The key to all three phases is the proper application of coaching and a disciplined approach to excellent execution.

  • Consultative Skills for MSLs

    This solution will provide medical science liaisons (MSLs) with the opportunity to develop consultative skills to more effectively develop mutually beneficial results for the medical community, patients, and the company. With the advent of sophisticated technology and complicated relationships, today’s pharmaceutical organizations are asked to provide more information, assume the role of a partner, and take interest in the success of advancing medical treatment in treating disease. Advancements in medical technology have brought manufacturers of pharmaceuticals and biotechnology products into a consultative role. Consultative Skills provides MSLs with the skills necessary to fill this role.

  • Creating Dialogue

    Creating dialogue involves taking customers beyond satisfaction. Customer satisfaction is merely the foundation for building a relationship with customers. With the competitiveness of the industry, the sales professional needs to provide customer satisfaction or he or she will simply have no customers. Creating dialogue with customers assures having loyal users and advocates who will provide sustained growth in sales over time. Creating dialogue goes beyond developing a good relationship; it is more about how the customer feels about the sales professional and the company, the integrity and trust in the relationship, and establishing a comfort level about the company’s products. Sales professionals accomplish this through a greater sense of customer awareness by opening the dialogue with questions that align with the customer’s needs, assessing those needs, and handling objections using the five senses to read the customer and effectively interpret his or her needs.

  • Customer/Patient Expectations

    The sales professional should provide a thorough explanation of what the customer can expect when using the product to treat the specific patient type discussed during the call. These expectations should include dosing, intervals, possible responses, when to expect responses, side effects a user may encounter, and how to handle side effects.

  • Director’s Forum

    Training is critical to development. Director’s Forum provides directors with the basics of adult learning principles, analysis skills, and partnering skills that more effectively help them lead their training team while also achieving the learning needs of their organization. Additionally, the workshop will improve participants’ effectiveness as facilitators of learning by teaching them to implement concepts related to adult learning, perform training gap analyses, partner with key stakeholders, and develop a long-term strategic plan that will achieve the learning needs of the organization.

  • Elemental Stewardship

    Leadership at all levels of the organization is a key success factor for high­ performing organizations. Elemental Stewardship leverages compelling findings from several researchers in the field of leadership. This solution provides managers with the knowledge necessary to lead and inspire their teams to achieve results.

  • Field Trainer Certification

    Being a field-based trainer presents a unique set of responsibilities and challenges. Field-based trainers often are tasked with not only being trainers but also with being direct contributors as part of their responsibilities. Field Trainer Certification provides field-based trainers with basic adult learning principles, objective setting, facilitation of learning skills, and onboarding new hires through good feedback and modeling techniques. The purpose of this workshop is to improve participants’ effectiveness as facilitators of learning in the field through good adult learning principles.

  • Influencing Skills

    Influencing Skills develops the medical science liaison’s (MSL) ability to understand the key opinion leader’s (KOL) needs and appropriately match those needs with data, information, and product information relevant to the company. It also provides MSLs with a process for influencing KOLs to achieve realistic medical affairs business objectives. Influencing customers and colleagues in a productive way ensures positive outcomes that benefit all parties. Building upon their consultative skills, MSLs will increase their flexibility when interacting with KOLs with different communication styles by learning how to adapt their style, thereby laying the foundation for a productive relationship. Finally, MSLs will learn and apply an influencing cycle as a tool for preparing, initiating, and implementing strategies that lead to productive interactions with KOLs and stakeholders.

  • Launch Excellence

    The enthusiasm of launching a new product or indication requires skills that transfer the excitement and knowledge of the sales professional to the customer. This workshop explores the three phases of launch—preparation, launch, and post-launch—and provides skills for each phase.

  • Leading Through Change

    Change is inevitable. From mergers and acquisitions to restructuring and downsizing, change causes uncertainty and anxiety for colleagues in terms of security, roles, responsibilities, and task management. An effective leader can lead team members through change and help them stay focused on achieving high performance levels. This solution offers managers practical knowledge and tools for helping colleagues at all levels navigate through these changes.

  • Legal Issues in Employment

    Discrimination in the hiring process based on legally protected classifications is a violation of a candidate's legally protected rights. There are several laws relative to discrimination in the selection and hiring process, and most companies have policies in place to address expectations of supervisors and managers related to these laws. This solution will help managers avoid making statements or taking actions during the interviewing and hiring process that others may view as discriminatory or leading to discrimination.

  • Listening Skills

    Listening plays such a critical role in all business relationships that it is impossible to be highly effective without it. Listening allows the listener to understand others’ needs and to meet goals and objectives. In addition, listening is an effective skill associated with collaboration. Listening skills form the foundation of how a group exchanges information and generates solutions to needs. This learning solution introduces the concepts of strategic listening, which is empathic listening with a deep desire to uncover a key insight.

  • Mentoring Skills

    Mentoring may be a formalized process with implied expectations and specific purposes and goals, or these relationships may just happen informally when two compatible individuals get together to share ideas and learn from each other. Regardless of the structure, the purpose of mentoring relationships is the transference of knowledge and the development of skills that leads to improved performance. For MSLs, mentoring relationships are likely to begin as part of the onboarding process for new team members. These relationships can continue to mature over time, leading to greater success in the mentee’s current role and achievement of long-term goals and career progression. Mentoring Skills provides managers the tools and skills necessary to ensure that MSLs get a uniform and consistent onboarding experience.

  • Moderation Skills

    MSLs conduct many advisory boards and interact with audiences that are composed of different types of KOLs who can contribute to or derail the discussion depending on the circumstances. MSLs are experts regarding company products and the science that supports those products and have good presentation skills. However, the way MSLs moderate the advisory board and handle individuals on the board can significantly affect the value the content brings to the audience. Most presentation training focuses on only delivery of a presentation, yet the way the MSL moderates a group is at least as important as delivery. Busy KOLs complain that they spend too much time listening to presentations with unclear objectives, don’t know what actions MSLs expect them to take, don’t know what decisions MSLs want them to make, or that their colleagues detract from the flow. Moderation Skills addresses both presentation components—communication and moderation skills—to ensure that MSLs moderate engaging advisory boards that provide significant value.

  • New Manager Orientation

    New managers need an understanding of key company systems and processes that are critical for success as a manager. This solution introduces organizational management as well as how to establish a respectful work environment and protect the company.

  • Objection Handling

    Customers often have objections that prevent them from committing to trying a product. Misunderstandings and drawbacks are the two types of objections. Misunderstandings occur when the customer is misinformed about something and will not try the product because of that wrong information. Drawbacks occur when the customer won’t try a product because of an unfavorable aspect of a product that is true. This workshop develops the learner’s ability to handle both types of situations.

  • Opening for Sales Success

    The adage “you only get one chance to create a great first impression” is true about beginning a sales call. How sales professionals engage a customer—the content and value they demonstrate in the first few seconds of a call—will determine the customer’s level of interest during the entire conversation. A good strong opening can make the difference between making or losing a sale. This workshop will develop sales professionals’ skills at planning and delivering a strong value-based opening that captures the customer’s attention and results in accomplishing the call objective.

  • Painting a Patient Picture

    Customers prescribe products based on symptoms, signs, lab results, etc. This is what we mean by “describing” a patient or “painting a picture” of a patient. This word picture should describe patient signs and symptoms and should link these signs and symptoms to a specific product core message.

  • Partnership for Productive Coaching

    Just because a manager delivers a coaching message—whether positive or constructive—does not mean the direct report can accurately understand the meaning of what the manager is saying and can turn that coaching message into action. For coaching to be effective, there must be a balance of discussion between the coach and the direct report. For that to happen, the direct report must be comfortable with the conversation's pace, content, and style. Partnership for Productive Coaching (PPC) provides a method and tools for assuring that managers communicate effectively with direct reports, setting clear expectations for performance and coaching sessions.

  • Platform Skills

    Platform skills are critical to a successful presentation. If the speaker is well prepared, the material designed well, and the actions of the speaker augment the delivery, then the audience gets much more out of the presentation. The opposite also is true; a poorly delivered presentation can detract from the key points. The secret to making a presentation successful is to have a clearly defined objective for the audience and to ensure that all actions, material, and discussion focus on achieving that objective. Platform Skills will focus on key areas the learners need to emphasize to make their presentations have the greatest impact—content, use of body language and voice, and support materials, such as video and PowerPoint.

  • Proactive Priority Management

    We can’t slow down, speed up, or manage time; however, we can manage our activity. The challenge of managing work proactively is important for all sales professionals. The principles of Proactive Priority Management may be applied to any type of time management system (paper-based systems, mobile devices, Microsoft Outlook, etc.). This workshop teaches sales professionals how to manage their time and tasks effectively by providing tools to help them identify vital tasks. Colleagues learn how to focus on accomplishments rather than activities. Increased organization leads to a reduction in stress, paperwork, and wasted time. Additionally, sales professionals will benefit by learning to balance business and personal time.

  • Providing and Documenting Behavior-Based Feedback

    One of a manager's primary responsibilities is to ensure that direct reports reach their maximum potential. At some point, a manager must proactively challenge a direct report to a higher performance level. If the manager addresses the direct report properly, these challenges can become a productive learning experience that leads to an increase in productive behaviors by the individual and the team. This solution develops a manager's skills to challenge direct reports through positive and constructive feedback and to document that feedback, which creates a record of the development process and leads to sustaining improvement.

  • Recruiting, Selection, and Hiring

    One of the most important decisions a manager makes is hiring a team member. The new hire needs to fit the organization from a cultural perspective and needs to be a high performer from the start. The investment an organization makes in time, resources, and budget is significant, so managers need to be highly trained to ensure a significant return on this investment in the form of hiring top performers. This decision is costly not only from a training and an onboarding perspective, but it also affects long-term company success. This solution provides managers with the tools necessary for making effective hiring decisions.

  • Results-Oriented Coaching Skills (ROCS)

    Effective coaching improves managers' capability to help their people reach their full potential and achieve results. Coaching is more than just teaching skills and rewarding positive behavior. Results-oriented coaching involves setting high yet achievable expectations, implementing productive coaching behaviors, developing direct reports, and practicing proven coaching methods. ROCS develops good managers into outstanding managers capable of consistently leading direct reports to improve performance, increase productivity, and foster business growth.

  • Role of the Leader

    Being promoted to a leadership position for the first time can be intimidating. This solution addresses a new or prospective leader's challenges by focusing on the keys to becoming a great leader. This solution also emphasizes the concepts and skills necessary to facilitate productive communication with direct reports and colleagues. Learners learn and apply the skills and tools essential to individualizing verbal and written communication to each person's communication style.

  • SOAPIE

    Selling in today’s market requires a more sophisticated approach that incorporates real scientific data and study information into the process. This workshop will develop a colleague’s ability to dissect a reprint in the way physicians approach it. It incorporates the new SOAPIE versus the old SOAP approach to understanding reprints and then focuses on how to use this approach in a selling situation.

  • Strategic Account Selling

    Selling today requires an integrated approach that identifies key decision makers and develops coordinated plans that leverage all resources a company has to offer to achieve a business objective. Success is no longer determined only by calling on physicians. This workshop provides processes for creating strategic account plans that coordinate all company resources toward accomplishing meaningful strategic objectives. This training includes how to select and target key decision makers and influencers in an account and how to work with team members to bring their expertise to these targets.

  • The Decisive Manager

    Managers face a variety of problems and challenges. Even the best-laid plans can present unforeseen issues or problems. These issues can affect outcomes negatively or even affect a team's confidence in its leader or the organization overall if the manager does not address them properly and early. The ability to identify and prioritize these problems and challenges and to make appropriate decisions is important to leading teams successfully to productivity and achievement. This solution provides managers with a model and the tools necessary to implement a problem resolution model to identify and resolve problems and challenges, as well as to improve both strategic and tactical decision-making.

  • Three-Dimensional Value Selling

    In its simplest terms, a sales call should be nothing more than a consultative conversation between a representative and a customer. However, the need-benefit or feature-benefit type of sales call is losing its effectiveness in an environment where healthcare providers are looking for a consultative approach. Three-Dimensional Value Selling will provide a fundamental, consistent approach to the sales process that goes beyond the traditional presentation. The three-dimensional selling approach focuses on the benefit to the organization and to the sales professional, as well as the benefit the product has for the customer and patient. This non-traditional selling approach takes the simple benefit statement to a new level in the customer’s mind.

  • Trainer Certification I

    Training is an important responsibility. The trainer’s role as a teacher and coach is critical to trainees’ development of the knowledge and skills needed to reach consistently productive success levels. Trainer Certification I provides trainers with basic adult learning principles and coaching principles to more effectively coach both knowledge and skills. The purpose of this workshop is to improve participants’ effectiveness as facilitators of learning by implementing principles related to adult learning, creating performance objectives, facilitation, providing feedback as a trainer, and designing competency-based curricula.

  • Trainer Certification II

    This program builds on Trainer Certification I by first reviewing adult learning principles, facilitation skills, and application to curriculum design. Then the workshop explores the application of ADDIE as an instructional design approach to creating learning solutions. This workshop places emphasis on good instructional design techniques that include partnering with stakeholders, ROI analysis, and integrating information from Trainer Certification I to ADDIE. During this workshop, participants will have an opportunity to use ADDIE to adapt a current training program or one they are creating to ensure their learning solutions are productive and measurable.

  • Trainer Development Laboratory

    This assessment center provides participants with an assessment of competency strengths and areas for continued development as trainers through a series of planned training-related activities. Before each activity, the facilitator leads a discussion of the training competencies the activity will assess. Each activity consists of an assessment phase followed by a group discussion. During the group discussion, the facilitator reviews behavioral evidence for each competency. Behavioral observations provide the basis for a rating system and direct future developmental growth and exposure. Each participant is assigned a primary observer who has years of professional training experience. Observers note behaviors, categorize and rate behavioral observations, and provide competency feedback to their assigned participants.

  • Using Supportive Material

    During a call, the sales professional should use appropriate sales aids and reprints to support the customer’s prescribing the product in the patient type described to the customer. This information should be the most recent and most effective material capable of supporting and substantiating the product’s core messages. The sales professional should organize these materials in a clean, an orderly, and a user-friendly manner.

  • Virtual Presentation Skills

    Because of the current busy business environment, participants can’t always attend live workshops. As a result, trainers must sometimes conduct virtual training, such as webinars or conference calls, to meet training needs. This program explores ways to effectively deliver virtual training sessions. First, it examines how to plan a good virtual session. Next, trainers learn how to conduct a session with special emphasis on creating engagement and applying good adult learning principles from a distance. The final section explores techniques to sustain the learning from a virtual session.