Focus Magazine - Spring 2015 - (Page 20)

COVERSTORY senior manager for each of the U.S. Jazz business units who is tasked with working closely with the business leaders. She's strategically built a team with the right combination of talent and personality to help make those partnerships work. "To me, they're the drivers of training strategy for that business," Page said. "ey are always invited to brand planning, because their strategic contributions are highly valued. ey are called upon by the business to outline tactics that marry with the yearly strategic vision. "I look at it like this," she added. "You can be a function that is reactive, or you can be a leader at the table that helps shape strategy by saying, 'Hey, this is what we're observing in a classroom, Nicole Jeong, this is what we're commercial observing in the operations field, and this is coordinator, prepares to lead a what I know class through the about this fleet policy. therapeutic space.' e sales training team is respected for its strategic contributions to the brand, not just for what it oﬀers from a training perspective. is is an expectation for anyone joining the team: If you're in sales training at Jazz, you give the business what it wants and you align with the business, but you also need to be thought of as a partner who can contribute beyond a class here or a course there." Strategic Partners Developing the perception that training leaders are strategic partners can be a diﬃcult transition at times- requiring hard work for the trainer and a level of trust from business leaders-but it's definitely not an impossible leap of faith. At Jazz, there's hard evidence that the relationships are working. In 2014, for the second consecutive year, Page and her team conducted a survey of internal partners for sales training, including sales, marketing, legal, compliance, regulatory, and medical. To ensure that training was helping business leaders achieve their goals and doing so Tom Scouten, in a manner consistent with Jazz values, field training they measured performance against the specialist, Sleep Business Unit following list of 11 attributes: 20 Members of the Sleep Business Unit within sales training, sales leadership, and compliance discuss e-learning content. * Demonstrates consistency between words and actions/honors commitments. * Is direct and honest in communication while providing transparent and constructive feedback. * Is consistent and timely in communication. * Develops and sustains cooperative and productive working relationships. * Works for the betterment of the group versus him/herself. * Takes a solution-oriented approach toward problems. * Is passionate about delivering quality and relevant sales training programs. * Fosters positive energy and morale for the team. * Makes valuable contributions to strategy and direction of the brand. * Is willing to explore new ideas and methods. * Is flexible and quickly adaptable to change. With business unit leaders and others rating training on a 5-point scale, Page and other leaders were able to see how aligned training was with the business and to identify and correct any gaps. Page worked closely with Ann Kim, senior manager of market research and analysis, to design and launch the annual survey. In addition to the business unit leads, area managers, sales managers, marketing managers and directors, and legal and compliance partners also completed surveys. Studies were conducted in July 2013 and again in September 2014 to enable a year-over-year trend analysis. Results were provided to Eric Fink, head of learning and development; Mike Miller, senior vice president, U.S. commercial; and Heather McGaughey, senior vice president of global human resources at Jazz. Lori Evans, field training specialist, Sleep Business Unit Sean Johnson, field training specialist, Hematology/ Oncology Business Unit FOCUS | SPRING 2015 | www.L-TEN.org http://www.L-TEN.org

Focus Magazine - Spring 2015

Table of Contents for the Digital Edition of Focus Magazine - Spring 2015