Field Training – By Adam D. Lewin, MPA, CMR, PMC and Darren Talbot
Adopting a new focus requires a shift in strategy
The preferences and expectations of healthcare providers (HCPs) for interactions with the life sciences industry continually change. After a swift move to the virtual setting, there is now a need for a mix of both in-person and cyber engagement, to which we must be able to adapt.
This necessary engagement shift goes beyond sales teams, stretching to anyone who interacts with HCPs, such as medical science liaisons (MSLs) and field-based reimbursement teams.
To succeed in the “new normal” customer environment, customer experience (Cx) must become an operational imperative across all parts of the business. Adopting Cx as a focus point requires a huge shift in business strategy, mindset and training needs across all teams and processes.
Positive Cx
Modern-day technology, including artificial intelligence (AI), paves the way to create positive Cx during HCP interactions. Using both the virtual and face-to-face modalities provides more personalized audience messaging and maximizes time efficiency. Implementing and leveraging robust touchpoints through omnichannel marketing efforts, in conjunction with virtual or face-to-face calls with the prescriber, creates a seamless message and echo chamber.
Additionally, leveraging this omnichannel approach can lead to greater access in places where face-to-face calls and support staff are shut down to representatives. With these modalities working together in the same CRM, a business unit can instantly gather user data and feedback, improving its offering.
A customer-centric way of thinking sees where a business could leverage technology and where Cx can be improved. This is where the organization needs to implement good change management that drives buy-in from the top down.
People managers need to recognize how the engagement model has evolved and affected the way all individuals — field teams and leaders — communicate with HCPs.
Shifting Skills
Field teams require a skill shift from product knowledge to the ability to meet HCPs where they are. There is a place for high-quality, face-to-face interactions, yet these can be amplified by digital channels. Sales teams need to embrace digital technology as an enabler, leveraging it to support and personalize the customer journey. It is essential to consider how to absolve sales teams of low-value tasks, ensuring technology drives value for them and aids productivity.
Leaders, including district managers (DMs), must evaluate where they are themselves on their skills journey and what support they may need. It is important they set a strong example, understanding the strategy, channels and offerings open to the field teams, since a true understanding will build trust and augment the right coaching and mentoring support.
It is important that commercial excellence leads recognize that DMs will also benefit from coaching and upskilling due to the need to assess, coach, train and grow business with their reports using in-person and virtual platforms through omnichannel marketing delivery.
The new life sciences environment calls for individuals who can move from specializing in specific areas of thought leadership to a place of truly understanding value for the HCP. Delivering subject matter expertise that expands the thinking of the HCP, rather than brand knowledge only, helps to build a partnership.
Providing this knowledge via a consistent, seamless experience across all contact points is key to omnichannel success.
Refocusing
Successfully achieving behavior change of HCPs in an omnichannel world starts with behavior change and capability development within the company. At an organizational level, commercial excellence leads or second-line managers should ensure they address the training requirements of district sales managers as part of the change management plan. This provides them with the tools to drive their capability and confidence in supporting field teams with the new required initiatives and skills.
In turn, people managers will need to refocus their teams, allaying fears and assessing each individual team member’s mindset to glean a clear picture of where they are on the digital change curve.
DMs should undertake a training needs analysis, benchmarking current capabilities against a future capability framework and analyze the gaps at both an individual and team level. This assessment allows for co-creation of tailored plans for each person/team dependent on where they are on the change curve.
By applying appropriate support intervention and engagement, management will enable individuals to move through to acceptance and improved HCP engagements.
Conclusion
Involving customer-facing DMs in the behavior change and shifting the mindset of field teams will accelerate customer centricity and deliver value to HCPs. This training will allow a business to constantly look to improve Cx and ensure that HCP needs to guide everything.
Securing responsive, tailored, effective and efficient help when needed, rather than allowing HCPs to wait for face-to-face communication, expands the value of every interaction with the life sciences industry and creates positive Cx and a lasting impact.
Adam D. Lewin, MPA, CMR, PMC, is training director at Ashfield Excellence Academy. Darren Talbot is performance director at Ashfield Excellence Academy. Email the authors at adam.lewin@ashfieldhealthcare.com.
