5 Common Mistakes That Derail Managers (FLMs) in Field Coaching for Med Reps

Coaching: A powerful tool in the pharmaceutical industry that is often misunderstood. In Vietnam's fast-evolving pharmaceutical market, the pressure to compete is higher than ever. A First Line Manager's (FLM) role is no longer just about managing; it’s about being a coach for their team of Medical Representatives (MRs). Leading pharmaceutical companies have proven that when FLMs coach effectively, sales grow sustainably, and the quality of engagement with Healthcare Professionals (HCPs) improves dramatically. However, internal surveys and research from experts like David Clutterbuck show that many FLMs still misunderstand or misapply coaching principles. As a result, coaching becomes a "check-the-box" exercise rather than a catalyst for real change.

Mistake #1: Turning Coaching into a Sales Interrogation

• The Problem: Instead of focusing on skill development, many FLMs turn coaching sessions into interrogations: "What are this week's sales numbers?", "How many orders did Dr. A place?", "Why are sales down?". This approach makes the MR feel more policed than supported.
• The Consequence: The MR loses motivation and hesitates to share real challenges. The coaching session revolves around surface-level results without addressing the root cause.
• The Solution: Adopt a Coaching Mindset. Focus on skills and behaviors, not just the numbers. Use open-ended, thought-provoking questions:
  • "Dr. A seemed busy when you walked in. If you had a do-over, what would you change about your opening to better engage him?"
  • "If you want to increase Dr. A's interest in the product's benefits, what's one thing you could adjust in your FAB presentation?"

Mistake #2: Assuming Any Field Visit is a Coaching Session

• The Problem: The FLM doesn’t distinguish between a ride-along to coach skills versus one to assess business performance. This leaves the MR feeling confused and defensive, turning a potential learning opportunity into a session without clear direction or collaboration.
• The Solution: Plan ahead by aligning on a clear objective. Require the MR to prepare, define the scope and duration of the session, and review notes from previous meetings.
• 📌 Checklist for Effective Coaching Objectives:
  • Specific: What is the goal?
  • Skills Relevant: Which skill needs improvement?
  • Achievement & New Target: What progress was made since the last call, and what's the new goal?
  • Measurable: How will we measure success?

Mistake #3: Coaching Just to "Score" the Rep's Performance

• The Problem: The coaching session becomes a test where the FLM’s main goal is to evaluate the MR and fill out a report. The MR simply tries to recall what they did to "pass the test" instead of genuinely self-reflecting and improving.
• The Solution: Use the CLEAR coaching model for a more effective post-call dialogue.
  • Connect/Contract: Build trust, agree on goals, and focus on personal development.
  • Listen for Gaps: Ask insightful questions, listen actively, and compare performance against a standard to identify gaps.
  • Explore Options: Guide the MR to think critically, find their own solutions, and decide how they would act differently next time.
  • Actions: Co-create a specific improvement plan with a timeline and expected outcomes.
  • Recap: Have the MR summarize the action plan, commit to it, and propose a follow-up method.

Mistake #4: Talking Too Much, Asking Too Little

• The Problem: The FLM tends to "tell" or demonstrate instead of asking questions that stimulate thinking. As a result, the MR follows instructions mechanically, fails to grasp the underlying principles, and is unable to adapt to similar situations in the future.
• The Solution:
  • Practice Active Listening: Apply the 80/20 rule—listen 80% of the time, talk 20%.
  • Use Motivational Questioning to encourage self-analysis:
    • "What do you think was the strongest part of that interaction?"
    • "If you were to meet with that doctor again, what would you do differently?"
  • Use a structured feedback model like SIB (Situation-Impact-Benefit):
    • Situation: "In the introduction, I noticed you presented the information very quickly."
    • Impact: "The effect was that the doctor might not have caught all the key points."
    • Benefit: "Next time, what if you try asking an open-ended question after the intro? It could create a stronger interaction."

Mistake #5: No Follow-up After the Coaching Session

• The Problem: The coaching session ends without a clear action plan, allowing commitments and great intentions to be quickly forgotten.
• The Solution:
  • End every coaching session with a concrete Action Plan.
  • Re-evaluate in 2–4 weeks via a video call, the next field visit, or by reviewing CRM data.
  • Acknowledge progress and adjust the plan as needed.
  • Conclusion: Shift from "Manager" to "Coach." Coaching isn't an innate talent; it's a skill that can be developed. Specialized programs like "Coaching for Sales Excellence" help FLMs:
    • Master the CLEAR Coaching model.
    • Coach effectively before, during, and after sales calls.
    • Avoid these five common mistakes and build a strong coaching culture.

💡 Principles adapted from "The Team Coaching Casebook" and "Coaching the Team at Work 2" by David Clutterbuck.