Focus Magazine - Fall 2011 - 21
COVERSTORY
Pfizer: Managing Manager Development
I By Tim Sosbe journey of a thousand miles, the old saying goes, starts with a single step. at may seem cliché, but it’s also a time-honored truth that resonates today in the training industry. No matter how large the objective, how critical the mission, the solutions all start one step at a time.
A
“Coaching is so important because it gives a rep another set of eyes. Sometimes we
can’t really see ourselves as others see us.”
— RICHARD STEWART, PFIZER
at sense of structure and upward mobility is a key part of management training at P zer. As a leading global pharmaceutical company, P zer learning leaders have structured key training in de ned, ongoing cycles designed to seamlessly advance talent in the organization. In fact, P zer’s training plan for district business managers is multi-layered, with training delivered in four dened phases that address three distinct cornerstones. e emphasis, learning leaders will tell you, is on control, engagement and strength. Just ask Richard Stewart, P zer’s director of management training, responsible for the ongoing development of about 700 district business managers, who oversee about 7,000 sales reps working in the United States.
“Instead of everything being generated out of headquarters in New York, from the top down, this is more bottom up,” Stewart said. “ e people who are close to the business talk to their boss and decisions can be made, like how do I use resources. Whatever you’re doing, it’s much more of a local decision being made instead of New York headquarters. e value is that it’s much more responsive to local needs.” Stewart works as part of P zer’s management training and continuous development group, responsible for the primary care and specialty sales managers and representatives. Once a person becomes a district business manager for P zer, Stewart and the management training team takes charge, leading them through the four phases of training over a three-year period. e four phases are designed to help develop leadership and people skills, as well as focusing on tools like emotional intelligence and coaching. “We know that by helping district business managers work out of their strengths, develop their strengths and work with their teams to develop their
own strengths this will increase employee engagement and this will improve sales results,” Stewart said. In fact, he added, the top 25 percent of engaged district business managers and their teams consistently score the top sales performance.
The Four Phases at Pfizer
P zer’s district business manager training starts at the beginning, of course. Within the rst 90 days of starting a new role, the managers go through the rst of the four phases of training. Some is done virtually, like an
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Focus Magazine - Fall 2011
Table of Contents for the Digital Edition of Focus Magazine - Fall 2011
Focus Magazine - Fall 2011
Leap of Faith
Contents
Field-Based Training: Developing Future Leaders
Gender Inequities in Training
Social Learning in Action: Beyond the Hype
Time Management: Training the Clock-Watcher
Cover Story: Pfizer: Managing Manager Development
The Well-Rounded Rep: 4 Ways to Make Soft-Skills Training More Effective
Mobile Learning: The Power to Perform
Demystifying MSL Training
Leadership Lessons from the Military
Coaching the Amiable Rep
Investing in Sales Training 2.0
Infographic
Clip & Go Activity
Heard it on the Tweet
People News
Company News
Ad Index
Focus Contacts
5 Questions With…John Baldoni
Focus Magazine - Fall 2011 - Focus Magazine - Fall 2011
Focus Magazine - Fall 2011 - Cover2
Focus Magazine - Fall 2011 - 3
Focus Magazine - Fall 2011 - 4
Focus Magazine - Fall 2011 - 5
Focus Magazine - Fall 2011 - 6
Focus Magazine - Fall 2011 - Leap of Faith
Focus Magazine - Fall 2011 - 8
Focus Magazine - Fall 2011 - Contents
Focus Magazine - Fall 2011 - 10
Focus Magazine - Fall 2011 - 11
Focus Magazine - Fall 2011 - 12
Focus Magazine - Fall 2011 - Field-Based Training: Developing Future Leaders
Focus Magazine - Fall 2011 - 14
Focus Magazine - Fall 2011 - Gender Inequities in Training
Focus Magazine - Fall 2011 - 16
Focus Magazine - Fall 2011 - Social Learning in Action: Beyond the Hype
Focus Magazine - Fall 2011 - 18
Focus Magazine - Fall 2011 - Time Management: Training the Clock-Watcher
Focus Magazine - Fall 2011 - 20
Focus Magazine - Fall 2011 - Cover Story: Pfizer: Managing Manager Development
Focus Magazine - Fall 2011 - 22
Focus Magazine - Fall 2011 - 23
Focus Magazine - Fall 2011 - 24
Focus Magazine - Fall 2011 - The Well-Rounded Rep: 4 Ways to Make Soft-Skills Training More Effective
Focus Magazine - Fall 2011 - 26
Focus Magazine - Fall 2011 - 27
Focus Magazine - Fall 2011 - 28
Focus Magazine - Fall 2011 - Mobile Learning: The Power to Perform
Focus Magazine - Fall 2011 - 30
Focus Magazine - Fall 2011 - 31
Focus Magazine - Fall 2011 - Demystifying MSL Training
Focus Magazine - Fall 2011 - 33
Focus Magazine - Fall 2011 - 34
Focus Magazine - Fall 2011 - Leadership Lessons from the Military
Focus Magazine - Fall 2011 - Coaching the Amiable Rep
Focus Magazine - Fall 2011 - 37
Focus Magazine - Fall 2011 - Investing in Sales Training 2.0
Focus Magazine - Fall 2011 - 39
Focus Magazine - Fall 2011 - Infographic
Focus Magazine - Fall 2011 - 41
Focus Magazine - Fall 2011 - 42
Focus Magazine - Fall 2011 - Clip & Go Activity
Focus Magazine - Fall 2011 - Heard it on the Tweet
Focus Magazine - Fall 2011 - 45
Focus Magazine - Fall 2011 - People News
Focus Magazine - Fall 2011 - Company News
Focus Magazine - Fall 2011 - Ad Index
Focus Magazine - Fall 2011 - Focus Contacts
Focus Magazine - Fall 2011 - 5 Questions With…John Baldoni
Focus Magazine - Fall 2011 - Cover3
Focus Magazine - Fall 2011 - Cover4
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