America's largest healthcare recruiting firm.

 



For over fifteen years, I have utilized Buckman Enochs Coss to hire over one hundred individuals for Sales and Sales Management positions for a variety of healthcare technology firms. Whether it’s been for Fortune 500 companies or early stage, VC backed start-ups, BEC has always done a terrific job in sourcing top-talent.

Scott Schlesner
Vice-President of Sales
Elsevier

What Does It Take to Develop a Great Medical Sales Team?

Great medical sales teams don’t just happen. No matter how selective you are during the hiring process, or how talented your medical sales pros are on the first day they join the team, you’ll need to create a training program that can keep their skills sharp and their abilities in a constant state of growth. While you encourage your medical sales reps to encourage and support each other, you’ll also want to develop a regularly scheduled series of practice sessions in which you offer constructive feedback, guidelines, and tips based on a combination of research and practical experience. Keep these thoughts in mind. 

Practice sessions alone aren’t enough. 
Practice sessions should cultivate growth; if they don’t, they consume valuable time that could be spent on other endeavors. Keep your sessions structured and plan each practice beforehand so your teams don’t wander off track. Assign roles, draft scripts, and take notes during each practice run-through to keep your feedback as meaningful and accurate as possible. 

Hold reps accountable for growth and change. 
If you discuss something or offer a coaching tip during a practice session, don’t allow the sales rep to continue making the same mistake or pursuing an unaltered course of action. For example, if you coach greater assertiveness during the cold calling process, expect to see greater assertiveness during your next practice session. If you don’t, press harder and set the bar higher. Each practice session should demonstrate refinement on core issues and strategies. Practice should be ongoing, and results should be cumulative and continual. 

Put practice into action. 
Bring medical sales reps at all levels (not just junior reps) on practice calls and visits. Just as teachers are evaluated yearly in the classroom no matter how experienced they become, your medical sales reps should be evaluated in action on a regular basis. Analyze their vocal and non-verbal cues, their product knowledge, and their ability to control the conversation and the outcome. Again, make recommendations and hold them accountable for visible and measurable growth. 

Recognize the challenge of a sales manager. 
It isn’t enough to simply ask for (or require) improvement. As a medical sales manager, it’s your job to help each rep discover and pursue their unique motivation. Listen closely and pay attention to what drives your reps, what they’re looking for, what they’re afraid of, and what helps them dial in. Your medical sales reps should trust you to understand them and help them discover the tools and resources that can move them forward. 

Reach out to the top medical sales recruiters.
For more on how to connect with, coach and train each individual member of your medical sales team, reach out to the medical sales recruiters at Buckman Enochs Coss and Associates.