Why is it that no matter how hard reps prepare for field visits, prep their customers, ask dozens of probing questions to the irritation and disgust of customers, regurgitate the legally saturated marketing messages verbatim to customers and get customers to commit to change behaviors or initiate some protocol, CTL's still find a way to criticize everything reps do on their calls? Really?
Whether you are in tablets or vaccines I have heard nothing but horror stories of how reps make sure they go through and implement the meticulous checklist of ridiculous expectations and demands that management wants, but the CTL's still find a list of faults to berate reps with during field visits. I am talking about S1's to lead execs who appear mystified as to how they can ever get their CTL's to ever say "great job, you handled that call well or you had a good day.". Almost never do any reps hear that. How on Earth do CTL's and even DCO's expect better sales if they are constantly berating their reps over every little thing or demanding reps to "challenge the customers", to the point of pissing them off. How is that a winning strategy?
I get that CTL's have to justify their jobs by coaching reps but constantly telling your reps "I saw you do this but you should have done that" and almost never acknowledging the positives is not going to help Merck succeed. CTL's, you are burning out your reps and you are burning bridges with the customers with your "push your customers out of their comfort zone" nonsense. You are coaching to lose.
CTL's if you keep this up, you will continue to lose your reps morale/loyalty, lose access for your reps and lose sales for the company. If you decide to keep this attack up, you may find on future field visits that customers may start a no see policy for managers and only allow reps to to interact with customers by themselves. (Coincidence or passive agressive pushback from reps relationships with customers? Hmm.) You have been warned! Stop coaching to lose or else you will lose the capability to coach your reps if customers don't allow managers in their offices? Then how can you justify your job to your DCO? Do you get the point? So back off!!!
Whether you are in tablets or vaccines I have heard nothing but horror stories of how reps make sure they go through and implement the meticulous checklist of ridiculous expectations and demands that management wants, but the CTL's still find a list of faults to berate reps with during field visits. I am talking about S1's to lead execs who appear mystified as to how they can ever get their CTL's to ever say "great job, you handled that call well or you had a good day.". Almost never do any reps hear that. How on Earth do CTL's and even DCO's expect better sales if they are constantly berating their reps over every little thing or demanding reps to "challenge the customers", to the point of pissing them off. How is that a winning strategy?
I get that CTL's have to justify their jobs by coaching reps but constantly telling your reps "I saw you do this but you should have done that" and almost never acknowledging the positives is not going to help Merck succeed. CTL's, you are burning out your reps and you are burning bridges with the customers with your "push your customers out of their comfort zone" nonsense. You are coaching to lose.
CTL's if you keep this up, you will continue to lose your reps morale/loyalty, lose access for your reps and lose sales for the company. If you decide to keep this attack up, you may find on future field visits that customers may start a no see policy for managers and only allow reps to to interact with customers by themselves. (Coincidence or passive agressive pushback from reps relationships with customers? Hmm.) You have been warned! Stop coaching to lose or else you will lose the capability to coach your reps if customers don't allow managers in their offices? Then how can you justify your job to your DCO? Do you get the point? So back off!!!
CTL= Coaching to Lose
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