Pharma Front-line Manager - How to Inspire Peak Performance

MEDICINMANField Force Excellence
December 2016| www.medicinman.net
Indian Pharma’s First Digital Magazine Since 2011
TM
E
motionally mature leadership is a behavioural
skill learnt through reading, observing, be-
coming aware of one’s emotions and prac-
tice-management of emotions to produce a positive
impact on followers.
Frontline Managers must be aware of their personal-
ity traits and learn to adopt behaviours that inspire,
motivate and direct Medical Reps to achieve person-
al, team and organisational goals. Learning ‘how-to’
leadership skills is as important as learning‘what-to’
management skills. Unless your team members are
energised to perform by how you do things, they
will not really care much about what you do.
How you do things inspires and influences Reps to
do what you want them to do even when you are
not around. If front-line management skills are only
about methods and targets, without empathy for
the challenges faced by Reps, they will not be in-
spired to engage their energies to achieve organisa-
tional goals. You will have their heads but not their
hearts.
You must win the Medical Reps’ hearts by demon-
strating that you are a person who has come up from
their ranks, by the way you do things. Then they will
be more open to what you want them to do. How
you do things will influence the mood of the Rep to
be upbeat, enthusiastic and driven to perform; or
anxious, insecure and driven to failure.
Inspirational frontline managers are leaders who
know that intangibles such as higher morale, team
spirit, loyalty and commitment are vital to excel-
lence in performance and consistency in business
results. An anxious and insecure Medical Rep will
be spending more time worrying about his place in
the team than focusing on achieving targets. Even
a high-performance Rep will be on the lookout for
better openings where his talents will be better ap-
INSPIRATIONAL
FRONTLINE LEADERSHIP
EDITORIAL

“
Editorial | Inspirational Frontline Leadership
2 | MedicinMan December 2016
preciated.
Reps talk to each other and their mood affects the
morale of the team like a contagion. A good front-
line manager is aware of these dynamics and takes
proactive steps to create a climate in which Reps
motivate each other to achieve breakthrough re-
sults.
The mental make-up of team members is as im-
portant as the management methods employed
to achieve objectives and targets. The frontline
manager has the formidable task of influencing
the behaviours of a diverse range of people. Gain-
ing emotional intelligence and becoming an emo-
tionally mature leader is essential to succeeding
in leading the team and managing its productiv-
ity as an effective leader-manager who can make
decisions, solve problems and lead Reps based
not only on knowledge and skills but on character
and ethics as well. This will spur your Reps on to
engage their energies fully to achieve results for a
leader-manager whom they can trust, respect and
follow. M

Reps talk to each other and their
mood affects the morale of the team
like a contagion. A good frontline
manager is aware of these dynamics
and takes proactive steps to create
a climate in which Reps motivate
each other to achieve breakthrough
results.
Connect with Anup on LinkedIn | Facebook | Twitter
Anup Soans is an L&D Facilitator,
Author, Pharma Consultant.
Visit: anupsoans.com
Meet the Editor

CONTENTS
Our mission is the collective improvement of the
pharma sales and marketing ecosystem - leading
to better relationships with doctors and better out-
comes for patients.
MedicinMan Volume 6 Issue 12 | December 2016
Editor and Publisher
Anup Soans
Chief Mentor
K. Hariram
Editorial Board
Salil Kallianpur; Prof. Vivek Hattangadi; Shashin
Bodawala; Hanno Wolfram; Renie McClay
Letters to the Editor: anupsoans@medicinman.net
1. The Dead Sea Effect in Talent Management
..............................................................................4
How to avert the flight of top talent from your
organization.
K. Hariram
2. The Audit Mindset: The Key to Successful
Implementation of Compliance Practices in
Pharma ...............................................................7
For companies to become and stay compliant, a
thorough change in mindset is needed - from an ad-
hoc approach to a systems approach.
Diksha Fouzdar
3. Emotional Marketing: From ‘Needs’ to
‘Wants’ ..............................................................12
At its core, Emotional Marketing is about converting
a ‘need’ into a ‘want’.
Vivek Hattangadi
4. Top 20 Things Every Digital Health Marketer
Should Know ....................................................20
A list compiled by digital health inclusion
entrepreneur - Dr. Ashwin Bonde
Dr. Ashwin Bonde

A
recent Facebook posting by the editor
of this magazine read as follows: I’m
hearing that many qualified and experi-
enced pharma sales and marketing people in the
40+ age group, are finding it hard to get the right
openings. What is your experience? Why is this
happening? It was this question that spurred me
to write this article.
Many organisations expend tremendous efforts
and energy to build a talented managerial team
in the initial stages of organisational develop-
ment. As the company continues to grow, per-
sonnel changes occur within the management
team that can negatively impact the rest of the
organization’s talent pool.
This phenomenon can be referred to as the
‘Dead Sea Effect’ – which is basically saying that
in large corporates, the more talented people
are the ones most likely to leave because they
find it the hardest to put up with the stupidities
and inefficiencies in the workplace.
Weallknowthatwhilethemosttalentedmanag-
ers are great assets to the company, they are the
ones more likely to leave for another job when
opportunity become available. Because they are
capable individuals, they are highly sought after
and can find other opportunties with ease.

THE DEAD SEA
EFFECT IN TALENT
MANAGEMENT
K. Hariram
How to avert the flight of top talent from
your organization

Having said this, what should be done to retain,
nurture and develop these talented managers?
Here are a few pointers:
1. Have a clear understanding of the organiza-
tion’s current and future business strategies
2. Have a sound talent management plan de-
signed to close the talent gaps. It should
also be integrated with strategic and busi-
ness plans
3. Focus not just on the talent strategy, but the
elements required for successful execution.
Talent management professionals need to
move from a seat at the table to setting the
table.
4. Have a mind-set that talent is a multiplier of
value creation in the organization
5. Organise continuous learning and develop-
ment programs for talented individuals
6. Talent managers need to own parts of the
process and serve as partners, guides, and
trusted advisors when it is time to talk talent
K. Hariram | The Dead Sea Effect in Talent Management
“
The most successful Talent
Management initiatives are
driven by HR with active and
enthusiastic support from the CEO
and other senior leaders— who
provide the resources, the budget,
the communication and support
necessary for success.
Figure 1: Percentage of Senior HR and CEOs that play an active role in
talent management

7. Increase the involvement of CEOs in Talent
Management. This is something that is still
extremely neglected. Look at figure 1
8. The most successful Talent Management
initiatives are driven by HR with active and
enthusiastic support from the CEO and
other senior leaders— who provide the
resources, the budget, the communication
and support necessary for success.
The emphasis should be on FOUR complemen-
tary components –
1. Competencies
2. Personal Attributes
3. Knowledge
4. Experience
The bottom-line approach to avoid the DEAD-
SEA EFFECT is: when it comes to managing the
talented people, it is all about the ‘hows’ rather
than about the‘whats’. M
K. Hariram | The Dead Sea Effect in Talent Management
K. Hariram is the
former MD (retd.) at
Galderma India.
He is Chief Mentor at
MedicinMan and a
regular contributor.
khariram25@yahoo.com

A
udits and regulations go hand-in-glove
in the pharmaceutical industry. The
recent instances of the damage to the
reputations of eminent companies because of
their inability to ensure compliance, goes to
prove that organizations can no longer afford to
ignore audit as a management practice. There is
definitely a case for change in the way audits are
being approached by organizations.
Unfortunately, Indian pharma companies are
still struggling to decode the audit puzzle. What
is the reason behind increasing trend of OAIs
each year, despite regulatory expertise, world
class manufacturing and quality control pro-
cesses and fiscal might?

For companies to become and stay
compliant, a thorough change in mindset
is needed - from an ad-hoc approach to a
systems approach.
Diksha Fouzdar
THEAUDITMINDSET:
THE KEY TO SUCCESSFUL
IMPLEMENTATION OF COMPLIANCE
PRACTICES IN PHARMA

After witnessing audits from close quarters, inter-
acting with the business leadership and analyzing
the reasons for non-compliance, I can conclude
that the major barrier to performance is the ab-
sence of the right AUDIT MINDSET.
Defining the Audit Mindset
According to Arbinger Institute’s concept on mind-
set, every organization operates along a mindset
continuum, which has an impact on its culture and
performance. It is imperative to understand the
mindset which goes behind audit management.
This article will analyze the current audit mindset,
touch upon the challenges it poses and attempt to
provide some solutions.
AUDIT MINDSET in particular touches upon how
the organization perceives audits and its belief in
the ability to manage the audit lifecycle.
The existing mindset and its limitations
In the absence of an evolved audit practice, phar-
ma organizations have been leveraging work be-
haviors like individual technical competence, task
orientation and relationship management to sail
through audits. These behaviors have gotten rein-
forced over the years and nurtured complement-
ing skill sets at leadership and middle manage-
ment levels.
The leadership operating style is fragmented and
myopic, focusing only on immediate gains (“clear
the audit now and manage the rest later”attitude).
The decisions are not thought through, taken
without consensus-building and forced down the
system, bypassing procedural checks or requiring
exceptions.
As a result, the middle management is left with
very little breathing space to think, suggest and
act. They work in execution mode, clocking man-
hours of effort in creating systems and process-
es which are poorly conceptualized, drafted and
linked. They may look compliant when reviewed in
a standalone manner but the gaps are visible when
checked against multiple systems.
 Diksha Fouzdar | The Audit Mindset: The Key to Successful Implementation of Compliance Practices in Pharma
“
AUDIT MINDSET, in particular,
touches upon how the organization
perceives audits and its belief in the
ability to manage the audit lifecycle.

This audit management style creates systemic loop
holes and complex processes managed by inexpe-
rienced/untrained staff leading to concerns related
to data integrity, procedures and quality during
audits.
The Way Forward
Agency expectations are changing, from retro-
spective analysis of data and records to futuristic
assessment of the intent, integrity and quality stan-
dards of organizations. This calls for a more strate-
gic, organized and methodical approach towards
the audit practice. Some critical aspects which can
be leveraged to create the right mindset and insti-
tutionalize audit practice are shared below:
Leadership - To start with, the leadership has to
assimilate the changed audit philosophy and in-
ternalize certain best practices of the domain.
The enhanced perspective (vision) will enable the
leadership to transition from the role of an inter-
nal auditor to a facilitator, which is more inclusive,
providing long term plans and facilitating the de-
velopment of compliant work practices (processes,
systems and structures) and capability.
Systems - There is an urgent need to develop sys-
tems orientation across the organization as audits
are centered around data and records generated
by these systems. While there are multiple systems
to support the processes, there are as many chal-
lenges.
Firstly, the systems are not aligned and linked,
creating data islands. Adding to it, the data is not
maintained in a standardized format across the sys-
tems, causing data discrepancies.
DID YOU KNOW?
Approximately 219 Official Actions indicated
for violations and non compliance during in-
spections by US FDA in India since 2010.
Top 4 areas where deficiencies were observed:
1. Quality Issues
2. Procedural issues
3. Data integrity
4. People capability

10 | MedicinMan December
Also these systems have very low adoption rates
(limited or no formal training given to employees)
because of which employees do not understand
and use the systems to their maximum potential
and have low confidence in the data generated.
Last but not the least, systems thinking in general
will help in efficient process design and risk assess-
ment.
Once the management’s audit philosophy is de-
fined through suitable processes and systems, it
should then be supported by right team structures.
Structures - It is commonplace to create internal
audit teams, either post audit notification or after
the submission of management’s response to the
agencies. These teams have no role clarity or de-
fined purpose. They operate with high authority
but show zero accountability and are seen as inef-
fective in getting things done.
It is advisable that organizations start building au-
dit COE with some key responsibilities. This COE
will act like a catalyst in understanding the audit
expectation (agency expectations), interpreting
change in regulatory guidelines and translating it
for the leadership and the organization at large.
It will work in tandem with core functions, audit
agencies and leadership for the implementation of
audit practices and help them stay aligned to the
overall compliance objective. Apart from this, they
have another critical responsibility that is to help
the management prepare the response post audit,
in terms of identifying the right scope, stakehold-
ers, process owners and timelines and corrective
actions which in reality makes or breaks audit out-
comes.
“
It is advisable that organizations
start building audit COE with some
key responsibilities. This COE will
act like a catalyst in understanding
the audit expectation (agency
expectations), interpreting change
in regulatory guidelines and
translating it for the leadership and
the organization at large.

Another systemic practice which can be introduced
by the COE is around sharing the audit feedback
not only with the top management but also with
the employees down the line for better organiza-
tional learning and on-ground compliance.
The teams should then be infused with right kind
of capabilities to render them effective.
Capability - First and foremost the leadership
should invest heavily in the development of the
middle level on both behavioral and technical
aspects. Secondly, the role of technical training
along with the learning and development function
should be leveraged in such situations, by way of
innovating SOP, regulatory, quality policy related
trainings. The trainings should be able to address
intrinsic organizational needs as basic as “How to
write effective SOPs” or training front line employ-
ees to face audits. Also, the judicious investment in
capability development will reduce their depen-
dency on external pharma consultants and build a
workforce which is equipped with right skills and
mindset to face audits.
In conclusion, I would like to reiterate that it is up to
the leadership to define the successful audit mind-
set for their organizations by how they lay down
the work values and behaviors, create systems and
structures and invest in capability development. M
Diksha Fouzdar is sea-
soned HR professional
with keen interest in
Organization Design
and Development. She
has a rich experience
of working in the phar-
maceutical sector and likes to write about
her observations and experiences, studying
the intricacies of organization and people
behavior and how they get impacted with
change in global practices, technology and
new workplace trends.

I
n the first two parts of this series (MedicinMan Octo-
ber and November 2016) we learnt about the pow-
er of emotions in communication and the different
types of emotions and the importance of arousal.
Your communication should arouse a feeling of‘want-
ing’rather than‘needing’in your doctor’s mind. Stir the
emotional center in your customer’s brain and convert
a need into a want.
Needs include the basic things required for our surviv-
al like food, clothing, a roof our over head or a job.
Wants, however, are always emotional. Whenever we
buy something, it is because the purchase satisfies a
want. It may or may not, satisfy an actual need.
“Wants” and “needs” are not synonyms; neither are
these terms interchangeable. While needs are the ba-
sic necessities for survival, wants are emotional. You
want it for different reasons. Wants follow needs.

EMOTIONAL MARKETING:
FROM‘NEEDS’TO‘WANTS’
Vivek Hattangadi
At its core, Emotional Marketing is about
converting a ‘need’ into a ‘want’.

“Abraham Maslow has beautifully explained this
concept in Maslow’s Pyramid of Hierarchy. If you
want to increase prescriptions for your brand, it is
crucial for a brand manager to recognize the wants
of a doctor, unless you are calling a doctor in a
charitable dispensary.
Consider this: you need a vehicle for going from
Point A to Point B. A bicycle can take you there, or
may be a mobike; so you need a bicycle or a mo-
bike. But if you want to satisfy your ego (an emo-
tion), you want only a Mercedes.
You need a shirt but you want a Louis Philippe as it
makes you feel superior (an emotion).
You need a mobile but you want the Apple i7 and
may even wait for the Apple i8 to be launched.
When wants and needs are in sync, selling is rel-
atively easy. But when wants are in conflict with
needs, danger looms. Because whenever a want
conflicts with a need, the want always wins.
For instance, you are promoting a cough syrup
based on needs, but the doctor wants something
else – then there will be no prescription. Figure out
the wants your cough syrup will satisfy.
Converting a need into a want is the brand manag-
er’s skill in creativity and communication.
The state of‘needing’is an emotional state – it caus-
es your doctors to become attached to the specific
outcome that your cough syrup offers.
If a brand manager can identify the wants of the
target audience, he has set into motion the brand
building process.
Use of TRUST in Emotional Marketing
Trust is integral to building successful brands. Trust
reinforces confidence and influences choice of the
user. Trust builds brand loyalty. Trust is one of the
most common emotions used by marketers to
communicate advertising messages. Whether it is
a mutual fund manager, an e-commerce website or
a jewelry store telling a bride who makes a wed-
ding purchase, trust is a strong emotional benefit
that drives sales. Trust creates positive perceptions
in the minds of customers.

When wants and needs are in sync,
selling is relatively easy. But when
wants are in conflict with needs,
danger looms. Because whenever
a want conflicts with a need, the
want always wins.
Vivek Hattangadi | Emotional Marketing: From Needs to Wants

See this advertisement of HDFC Mutual Fund and
the trust it is able generate.
Nonetheless, with the emotion of trust comes a
very deep expectation from the customer. This ad
says: “INVESTORS UNDERSTAND THAT THEIR PRIN-
CIPAL WILL BE AT MODERATELY HIGH RISK”. It can-
didly acknowledges the risk, making this product
a trustworthy product for those want to gamble in
risk. This mutual fund therefore can be relied on.
‘No Risk’or‘Low Risk’customers will not invest here.
On the next page is an ad of a jeweler. It so beauti-
fully communicates you can depend on this jewel-
er for its authenticity and style. It further qualifies
the trust by saying: “…find out why San Diego has
trusted them for 30 years…”.
Today, doctors are unforgiving when those prom-
ises of faith, trust and security are broken. In case
there is inconsistency in your brand message and
experiences on trust, the breach of trust can be
devastating for you brand.
With trust comes responsibility to meet the prom-
ise.
 Vivek Hattangadi | Emotional Marketing: From ‘Needs’ to ‘Wants’
“
Today, doctors are unforgiving
when those promises of faith,
trust and security are broken. In
case there is inconsistency in your
brand message and experiences on
trust, the breach of trust can be
devastating for you brand.

Case Study
Look at OlaCabs for instance. OlaCabs, commonly
known as Ola, is an online transportation network
company. Ola started as an online cab aggregator
in Mumbai, and is now based out of Bangalore.
The promise of OlaCabs: (Source - www.olacabs.
com)
1. Convenience: Book within seconds and get
instant confirmations.
2. Quality: Our cars are audited for cleanliness,
safety and comfort. Our drivers are well trained
and reliable.
3. Spread love, ride free!
My actual experience
1. Reliable: You get instant confirmation but the
drivers do not turn up. At the last moment you
get a SMS that the driver has initiated cancel-
lation.
2. Well trained drivers: Drivers do not know
how to respond to passengers. Ill-trained and
lack basic manners and culture.
3. Audited for Safety: How can your rides be
safe when drivers keep on talking on their mo-
biles while driving?
4. Drive free: The driver tells you that he will
come only if he is paid cash – there are no free
rides.
5. The Olacab driver in Bangalore doesn’t know
the way to M.G. Road!
All these have been recorded in my complaints to
OlaCabs.
 Vivek Hattangadi | Emotional Marketing: From Needs to Wants

The promise of OlaCabs? Their actions are weak
and inconsistent with their promises. The credi-
bility of OlaCabs is very low. The OlaCabs iceberg
has started melting from the bottom, and eventu-
ally can capsize and the company may even close
down.
In other words, don’t let your doctors down or
they’ll quickly turn away from your brand in search
of another that can fulfill their emotional needs of
trust.
Any brand can claim to be trustworthy. In that
sense, trust can be considered a soft differentiator.
Without quantifiable or tangible proof that a brand
is trustworthy, the message of trust can fall on
deaf ears. Every airline claimed it was trustworthy.
However, after the financial crisis of Kingfisher and
Spice Jet, the flier’s perceptions of airlines changed
significantly. Today, fewer fliers believe Spice Jets
claims of being trustworthy.
Our brand messages should increase oxytocin lev-
els in doctor’s brains. Why? Research has shown
that people who trust more have higher levels of
oxytocin in their brains. Here is the Colquitt-Scott-
LePine Equation
Trust = An individual’s propensity to trust times
Expectations about a trustees future behavior.1
Why do some brands, like Becosules in Pharma In-
dia, never seem to fade? It is because of trust cus-
tomers have built; a coherent relationship of trust
to the brand.This trust comes from its brand equity
and Pfizer has brilliantly leveraged this.
Indigo Airlines has used the trust element delight-
fully – trusted for punctuality. Indigo Standard
Time stands for punctuality.
Indigo Airlines has won the trust of fliers that it is
a punctual airline and this emotional message of
trust distinguished Indigo Airlines from others. In
less than 7 years of existence it went on to beat Jet
Airways (introduced in 1992) to become the leader.
Its tag line – IST (Indigo Standard Time) – evoked
the trust of fliers. And they strive hard to keep this
promise.
“
...trust can be considered a soft
differentiator. Without quantifiable
or tangible proof that a brand is
trustworthy, the message of trust
can fall on deaf ears.

Case Study
In the Indian pharma market, take tinidazole. Tini-
dazole was introduced by many top Indian compa-
nies but could not make a dent in the amoebicidal
market. It remained a very poor runners-up to met-
ronidazole.
When Pfizer introduced Fasigyn, it gave tinidazole
the much-needed shot-in-the-arm and all of a sud-
den this market became buoyant.
Fasigyn could inspire the trust and confidence of
prescribers. It was this trust and the conviction
which Pfizer used to make it the #1 brand in the
amoebicidal market.
Eventually, not only did the tinidazole market grow
but replaced the metronidazole market in a short
time. M
Vivek Hattangadi is a
Consultant in Pharma
Brand Management and
Sales Training at The En-
ablers. He is also visiting
faculty at CIPM Calcutta
(Vidyasagar University)
for their MBA course in
Pharmaceutical Management.
vivekhattangadi@theenablers.org
References
1JasonA.Colquitt,BrentA.Scott,andJeffery
A. LePine. Trust, Trustworthiness, and Trust
Propensity: A Meta-Analytic Test of their
Unique Relationships with Risk Taking and
Job Performance. Journal of Applied Psychol-
ogy 2007,Vol. 92, No. 4, 909–927



THE FUTURE OF
PHARMA SALES
& MARKETING
PARTNER WITH US.
anupsoans@gmail.com
 
FEBRUARY
2017
A MedicinMan annual event
FFE + CEO ROUNDTABLE
AND BRANDSTORM 2017

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AND BRANDSTORM 2017February
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targeted at senior industry professionals in all functions.
The CEO Roundtable is the highlight of the event and fea-
tures some of pharma’s most well-known leaders.
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mentation
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BrandStorm is targeted at Brand Managers. The event
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Past topics include:
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FFE+CEO RT BRANDSTORM

While Doctors still turn to well known journals
and KOLs for therapy-area updates, they also
turn to the internet whenever they have 10 min-
utes in hand
Having a sound knowledge of digital tools and
platforms certainly helps even if you outsource
your digital marketing efforts
Patients are looking for affordability
Infographics and visuals are in!Text is on the way
out!
The biggest issue facing the doctor is how to
maintain sanity within the deluge of information
A conversation is always more appreciated than
a monologue/ push marketing

A list compiled by digital health inclusion
entrepreneur - Dr. Ashwin Bonde
TOP 20
THINGS EVERY DIGITAL
HEALTHCARE MARKETER
SHOULD KNOW
Dr. Ashwin Bonde
1
2
3
4
5
6

“
Dr. Ashwin Bonde | Top 20 Things Every Digital Health Marketer Should Know
New content categories are emerging – tech up-
dates, fintech, ad tech, practice hacks
Do less but do it well. Quality and ease are differ-
entiators.
Clearly demarcate personal and professional space
on spocial media
Make use of data and analytics
Credibility is key!
Have clearly defined success metrics
Prepare for crisis situations
Have a good strategy for lead generation
Therapy specificity/ personalization is important
User experience and design matters more than
ever
White space is bigger than grey area
Often diseases are non-symptomatic but very un-
comfortable for patient; so the gap between pri-
ority for doctors and patients looking for solution
(often self-medication) needs to be bridged
For existing customers we need more focus on
in-clinic engagement – before, during and after
appointment.

“
Do less but do it well. Quality and
ease are differentiators.
User experience and design matters
more than ever
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Dr. Ashwin Bonde | Top 20 Things Every Digital Health Marketer Should Know
Don’t be possessive, your audience is human, and
are unlikely to love you as much as WhatsApp!
What has changed in last few years and will keep
evolving is the connectivity to information which
has improved for doctors and customers; so it’s all
a question of harnessing this changed landscape
and not a question of digital or offline.
Regardless what we just discussed, we all know
how difficult it is to make a business case to the
boardroom. Hail to the Victors! M

20
Dr. Ashwin Bonde is
co-founder of ‘Pulsewell’,
a digital health inclusion
startup. He studied ‘Dig-
ital Health’ at Univ. of
Michigan-Ann arbor and
has worked with MSD,
Sanofi, IMS Consulting.

Pharma Front-line Manager - How to Inspire Peak Performance

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