Your Challenges

Frontline Management

Because their actions and behaviors impact their teams, frontline managers have a powerful multiplier effect on the performance of field forces. The role of frontline management as an implementer of go-to-market strategies and tactics is especially critical during times of transition to new customer engagement models. Several levers may be activated to increase the impact of your frontline management:

BUILD A TALENTED TEAM OF FRONTLINE MANAGERS

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Why is action needed?

  • Frontline managers may struggle to internalize the new ways of working required by the demands of their redefined roles
  • First and second-line managers are not consistently focused on the performance drivers and not making the best use of their time
  • Despite of the pivotal role of frontline managers in driving the success of field forces and the transformation of customer engagement, many organizations underinvest in building a high-performance frontline management

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Can you maximize the frontline manager’s impact on team performance and results?

  • Do first and second-line management in field market access, medical and sales understand what is expected of them?
  • Are the roles staffed by the right people with the right skills?
  • Do frontline managers spend their time on high-yielding activities?
  • Do you have the right metrics to evaluate the performance of frontline managers?
  • Do second-line managers timely act on early signs of front-line managers underperformance?
  • Do you appropriately reward managerial behaviors?
  • Do you empower frontline managers , encouraging them to seek out opportunities for improvement and according them the flexibility to adapt to changing conditions?
  • Do your organization effectively support employees in their transition from a customer-facing to a manager role?

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How we can help

  • Clarify accountabilities, success measurement criteria, decision-making authority, behavioral expectations for first and second-line management
  • Prioritize frontline management success drivers
  • Develop and implement tools to assess frontline management performance
  • Design and implement customized onboarding and development programs
  • Provide actionable guidance to effectively assess candidates and select the right profiles

DEVELOP EFFECTIVE LEADERSHIP

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Why is action needed?

  • Traditional command and control culture has proven ineffective in channeling of talents and energies
  • Performance development and coaching are the responsibilities most neglected by first and second-line managers
  • Effective leadership is key to get the highest levels of engagement, motivation to discretionary effort and intention to stay from frontline people

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How can you develop middle managers’ ability to inspire and motivate their teams?

  • Do frontline teams (Sales, MSLs, Field Market Access) consider their management as inspirational and motivating?
  • Do they perceive their managers as partners in the development of their capabilities and performance?
  • Do they consider they receive the personalized coaching they need to outperform?
  • Does first-line management spend the time they report in true coaching? Or are they just checking boxes?
  • Do they know what to coach? Do they provide ongoing constructive feed-back?
  • Are managers effective in adapting their leadership style to individuals and specific situations?
  • Do first-line managers frame their coaching conversations based on insightful questions on performance?
  • Are they championing the transformation of customer engagement?

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How we can help

  • Leverage 360° feed-back, clarify individuals’ perception of their own strengths and weaknesses and provide them with guidance in the creation and execution of adetailed personal leadership development action plan
  • Design and conduct highly contextualized practical training sessions (case discussion, role plays, peer feedback) to grow frontline manager abilities in communicating a compelling vision, setting stretch goals, diagnosing performance and motivation problems, and adapting leadership style
  • Design and implement an attractive coaching process and developmental partnership between managers and their direct reports
  • Provide frameworks to accelerate ramp-up of new team members and manage effectively high and low performers

FOSTER THE IMPLEMENTATION OF THE CUSTOMER ENGAGEMENT MODEL

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Why is action needed?

  • Moving away from the traditional siloed approach of customers in the field and adopting new ways of working is critical to strengthen the connections with the entire network of customers ( healthcare providers, patients,  payers…) and meet their expectations with patient-centric solutions
  • Frontline managers are pivotal players in helping field forces translate appropriate customer engagement models into consistent and integrated cross-functional activities

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Can you better engage frontline managers in the transformation of customer engagement?

  • Are frontline managers perceived by their teams as customer engagement process “enablers“?
  • Can they model what superior customer engagement is?
  • Can they demonstrate the value of customer engagement standards and strictly enforce adherence to regulatory and quality standards?
  • Do they facilitate the cross-functional teamwork and ensure the right resources are mobilized at key steps of the customer engagement process?
  • Do their teams consider they dispense valuable tactical advice?
  • Are they effective in coordinating the field force effort?
  • Do they maintain the right level of relationship with regional-level influencers and decision makers?
  • Do they add value during customer meetings?

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How we can help

  • Clarify where the frontline manager needs to focus in the customer engagement process
  • Provide customized frameworks to facilitate the adoption of best practices in key account management, formulary listing, negotiation…
  • Provide guidance to facilitate risk taking when considering the implementation of value-adding services  and partnerships with key customers

DRIVE THE EFFECTIVE EXECUTION OF STRATEGY

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Why is action needed?

  • In today rapidly changing healthcare landscape, frontline managers have to be more than just good people managers
  • Frontline managers have a pivotal role in making decisions happen and ensuring the strategy is properly executed by keeping the frontline team on track
  • Lack of business acumen can inhibit frontline managers from acting on local opportunities, diagnosing a performance problem and implementing appropriate actions to address the problem

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Can you better support frontline managers in their business management role?

  • Are frontline managers equipped to lead cross-functional teams in in-depth local situational analysis, business plan tailoring and consistent translation into practical action plans?
  • Do your frontline managers feel they have control over key levers to drive the effective execution of strategy?
  • Do they appropriately communicate back to headquarters the insights they gained through field interactions and analysis of opportunities and concerns?
  • Do they efficiently monitor progress of objective-directed activities and performance in real time?
  • Do they have regular, structured and constructive conversations about performance with their teams and direct managers?
  • Do first-line managers timely act on early signs of front-line team underperformance?
  • Do they engage their teams in regular problem-solving sessions and subsequent adaptation of action plans?

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How we can help

  • Develop business acumen through business simulation and experiential learning
  • Analyze how the support frontline managers get in terms of people, data and systems contributes to their productivity
  • Provide frontline managers with local market intelligence and frameworks to lead the localization of the business plan and set optimal objectives
  • Create dashboard, adjust templates for “cadence reports” and business reviews, and coach managers in using them effectively

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