Elevating first-line manager coaching capabilities in Pharma: Using the immunity to change model for coachee transformation

Pharma first-line managers are under constant pressure to drive performance within their teams, and invariably that requires them to coach individuals to adopt different ways of working be it internally, with customers or a mixture of the two. Yet first-line managers can often come up against resistance to such a change.

The ‘Immunity to Change’ model, developed by Robert Kegan and Lisa Lahey, offers a powerful framework to help first-line managers uncover and coach individuals in pharma to overcome hidden barriers to progress and personal growth.

In this article, we explore the ‘Immunity to Change’ model and how to use it to elevate coaching conversations.

Make sure you read to the end, as we also provide a downloadable toolkit that will help first line managers practically apply the methodology we share.

What is the Immunity to Change model?

At its core, the model helps first-line managers identify the unconscious beliefs and assumptions that conflict with an individuals stated goals.

How managers can use the model to coach teams

First-line managers can use the Immunity to Change model to first pinpoint what is preventing an individual from adopting the required change. Then, first-line managers can explore with individual any (what we call) ‘gremlins’*.

Step-by-step coaching framework – the Immunity to Change model

1. Clarify the improvement goal

Start by identifying a specific change the individual needs to make e.g.:

• “Collaborate more effectively across territories.”
• “Adopt a more consultative approach with HCPs.”
• “Use data more proactively in customer conversations.”

2. Explore current behaviours

Define what you see that individual currently doing (or not doing) that works against the goal. This step surfaces the habits and routines that maintain the status quo.

3. Uncover hidden commitments

Seek to define underlying fears or assumptions (gremlins*) that are driving those behaviours e.g.:

• “If I ask open ended questions, I will run out of time to deliver my key brand messages and that’s what I’m measured on.”
• “If I challenge a customer’s thinking, I risk damaging the relationship.”

To help determine these gremlins, in their next coaching call a first-line manger could:

1. 1. Get an individual or team to name the gremlin
   2. ‘Re-wire’ the association to the gremlin:

• • Recalling a previous positive experience each time the ‘Gremlin’ arrives
  • Creating new, positive experiences that prove the ‘Gremlin’ wrong

* ‘Gremlins’ are invisible creatures that sit on our shoulders and tell us why we can’t do something… they destroy confidence and self-belief, induce imposter-syndrome and encourage us to stay in our comfort zones!

4. Determine assumptions

What assumptions might the individual or team be making?

5. Making progress

With a first-line manager having a better understanding of why an individual is behaving in a particular way, they can then look at ways to collaboratively address this with them. To help do this, download our Immunity to Change template.

How the Immunity to Change model encourages internal and external change in pharma

The real power of the Immunity to Change model in pharma lies in its flexibility. First-line managers can use it to:

• Improve team dynamics (e.g., trust, openness, shared learning).
• Enhance customer interactions (e.g., moving from transactional to strategic conversations).
• Create and drive a culture of continuous improvement that ripples outward from individuals within the team.

To help apply the Immunity to Change model, download our toolkit below.