The C.L.E.A.R Coaching Conversation Model in the Context of Performance and Capability Development in the Pharmaceutical Industry

The C.L.E.A.R Coaching Conversation model is applied in coaching dialogues to enhance work performance and develop employees’ skills and capabilities. It is particularly suitable for first-line managers in the pharmaceutical industry, who play a critical role in leading, guiding, and developing their teams.

1. Connecting – Building connection & defining coaching goals

At this stage, the manager not only sets a “coaching contract” but also builds genuine human connection, creating an environment of trust, respect, and collaboration.
Both parties agree on the objectives, timing, scope, and expectations of the coaching session.
The manager helps the employee understand that coaching is a space for learning, not evaluation, thereby shifting the mindset from defensiveness to growth.

2. Listening for Gaps – Deep Listening to Identify Areas for Growth

In this step, the coach listens attentively and observes carefully, identifying underlying issues or gaps in skills and performance.
The coach asks reflective questions such as, “What do you think is hindering your effectiveness?” or “What makes you feel less confident when meeting doctors?”
The goal is to help the employee gain clear awareness of their current capabilities, for example, their consultative selling skills—laying a foundation for sustainable improvement.

3. Exploring Options – Encouraging Self-Generated Solutions

At this stage, the manager acts as a facilitator rather than a director, guiding employees to explore and create their own solutions.
The manager encourages creative thinking, prompting employees to try new approaches with doctors or adjust their selling techniques to fit different communication styles.
This approach enhances ownership and accountability, while also fostering innovative thinking and adaptability in daily work.

4. Actions – Turning Insights into Actionable Steps

After identifying potential solutions, the coach and employee develop a clear action plan with specific steps to practice skills or improve performance.
The plan should follow the SMART principles (Specific, Measurable, Achievable, Relevant, Time-bound), clearly defining who will do what, when, and where.
For example: “Practice the opening part of the call in the next three visits” or “Try using open-ended questions this week.”
It is crucial that the actions originate from the employee, while the manager provides close support and guidancethroughout the process.

5. Review/Recap – Summarizing, Committing, and Taking Ownership

In the final stage, the employee summarizes key takeaways, commits to their responsibilities, and sets personal goals to monitor progress.
The coach provides ongoing support, feedback, and progress reviews, but the employee remains fully accountable for their own development.
The manager encourages the employee to seek feedback proactively, learn from experience, and prepare for the next coaching cycle.

Conclusion

The C.L.E.A.R Coaching Conversation model is not just a process—it represents a true coaching culture.
It enables managers to shift from supervision to people development, fostering teams that are capable, self-driven, and continuously learning.
This mindset forms the foundation for sustainable growth and long-term organizational success.