The challenge
Rubica’s data revealed that for this global pharmaceutical company, First-Line Sales Managers (FLSMs) were primarily focused on coaching in-call performance and delivering core messages. Yet with evolving customer needs and new critical success factors for modern field roles, an opportunity existed to elevate FLSMs coaching within key therapy areas, so they could inspire different behaviours within field roles and ultimately drive improved commercial outcomes.
The solution
We deliberately avoided traditional training formats (which the business was fatigued by, and which wouldn’t drive lasting change). Instead we delivered a measurable solution that was rooted in real-world application, business practicality and the nuances across geographies in Europe.
It followed 5-steps:
- Getting ready: Awareness and understanding of the programme was built – ensuring contextual relevance and stakeholder buy-in from the start.
- Perception Gap Analysis: Both FLSMs and their team completed diagnostic surveys assessing perceptions of coaching effectiveness across 6 programme principles (Fig.1). This surfaced insight into existing strengths and future opportunities – framing the learning journey ahead.
- Adaptive Coach Toolkit Workshop: 1.5 day session which shared practical tools – mapped to the 6 programme principles to build on existing behaviours, not replace them.
- Real-World Application: FLSMs recorded a live coaching session, which was then submitted for expert review against 28 best-in-class coaching practices.
- Feedback & Reporting: The FLSMs team were re-surveyed to assess observed changes in their coaching style and the downstream impact on their own performance.
Each of the above stages were designed with light-touch time investment, no performance scoring (to satisfy Workers Council compliance), and measurable progression markers.
The results
- 100% of FLSMs teams felt a significant (5 out of 5) or moderate (4 out of 5) impact on the value of coaching interactions post programme.
In addition, FLSMs teams reported a significant to moderate improvement in all 6 programme principles (outlined below) for best-in class coaching:
Fig.1
- 90% experienced an improvement in “Developing understanding of the coachee”
- 85% experienced an improvement in “Planning for coaching impact”
- 94% experienced an improvement in “Agreeing a relevant development plan”
- 90% experienced an improvement in “Building expertise”
- 85% experienced an improvement in “Evaluating outcomes”
- 85% experienced an improvement in “Enabling continuous improvement”
Along with:
- 85% of those coached reported a positive difference in FLSMs ability to evaluate outcomes e.g. discussing progress, agree measurable goals and monitor progress.
- 85% of those coached reported a positive difference in the FLSMs ability to plan coaching impact e.g. agreeing actions and timelines and creating sessions which build over time.
- The FLSMs who were initially rated in the bottom 50% for coaching quality became the highest performing after completing the programme.
Feedback from FLSMs following the programme:
“The feedback (in the programme) was extremely helpful to me because it allowed me to recognise my strengths, to consider the distribution of time for listening, and share the next steps with the coachee through a simple, measurable action plan.”
Feedback from coachees to their manager following the programme:
“I really appreciate your commitment and support to me. I believe these initiatives can help us improve over time. More frequent and detailed feedback on my progress and activities will be valuable in understanding where and how we can improve.”