Becoming a District Manager: Mastering Your New Role – From a Lightweight to an Icon: Successful Pharma Sales Management (Part 1)
You have now been elevated to a position of leadership and management. From now on your future achievements will depend not only on your individual capabilities but also on your effectiveness in leading and motivating your team.
Leading a team of Medical Representatives is a fulfilling experience that demands adaptability and resilience. By embracing the inherent unpredictability of this role and cultivating a positive team culture, you can achieve remarkable results.
The journey to leadership is arduous, even for the most naturally gifted. The transition to a first-time leadership role is a critical juncture that often catches individuals unprepared. It’s essential to recognize the significance of this initial challenge and to approach it with deliberate preparation and a commitment to ongoing learning.
Case Study
My first letter as District Manager in Carter-Wallace! (My thoughts on this letter, which I read many years later, are in brackets. I retrieved this from my archives. It was a carbon copy in my internal memo pad. I have still preserved this ‘gem’.)
Dear Mr. Rajeev Deshmukh,
This has reference to our first joint working at Pune.
I am surprised that you did not call on even a single retailer before meeting doctors. I will not tolerate this in future. (And what was Mr. Vivek Hattangadi doing when Rajeev did not call on the retailers? Was he just a pillion rider?)
Your detailing also is very poor. You were literally fumbling with Dr. Sancheti when you were detailing Carisoma Compound.
You have experience of over two years, yet you could not detail? (Mr. Vivek Hattangadi, why did you not show him the correct way to detail during your three days of joint field work? Did you think you were Adolf Hitler?)
Our next joint working will be on 3rd April 1980. Make sure you reach the contact point sharp at 9.30 am. And in case I am late, please wait for me. (Mr. Vivek Hattangadi, what was wrong with you? Sanjeev Deshmukh has to be on time, while you can come late? Were you a manager, a leader or a supervisor? No doubt initially your medical representatives were calling you Pandu Havaldar Vivek behind your back.)
Sd. Vivek Hattangadi (Where is empathy in this letter, Pandu Havaldar)
I believed I had written a strong letter to discipline Rajeev Deshmukh.
Fortunately, Mr. P.C. Kapur, our General Manager, saw the carbon copy and urgently summoned me to Bombay.
He asked, “Are you at war with Rajeev Deshmukh?” Without waiting for my reply, he continued, “If I sent you this letter, how would you feel? What would you think of me? Reflect on this, and we’ll discuss it after lunch.”
I realized that my writing wasn’t as effective as I thought. I learned a valuable lesson early in my career. Effective communication requires empathy and understanding the impact of your words on others.
When you talk to a new District Manager about their first days as a boss, you’ll often hear about confusion and even feelings of hopelessness.
Most new District Managers don’t understand how different managing a team is from doing individual work. Misled by wrong ideas, they often struggle with the challenges of their new role.
When they make mistakes, it can harm their careers and cost the organization a lot.
Learning to manage well is crucial for both personal and organizational success.
With proper guidance and training, these new leaders can grow into their roles and lead their teams effectively.
To avoid this scenario, be aware of common misconceptions about management.
For example, Medical Representatives may not always follow your orders, even if you have formal authority over them.
You won’t have more freedom to get things done—instead, you’ll be limited by organizational dependencies.
You are not just responsible for maintaining your operations but also for making positive changes inside and outside your area of responsibilities.
By having realistic expectations, you are more likely to survive the transition to management and produce valuable results for your organization.
Additionally, continuous learning and adapting to new challenges are crucial for thriving in your management role and leading your team effectively.
Case Study
Way back in the 1960s, as a newly promoted District Manager at Carter-Wallace, I quickly discovered that my role was more demanding than I had anticipated. I was surprised to realize that the skills required for success as a District Manager were vastly different from those needed as an individual Medical Representative.
In my previous role as a Medical Representative, I relied heavily on my personal expertise and actions. As a District Manager, I was responsible for setting and implementing an agenda for the entire team, something for which their careers as individual performers had not prepared them. I even had people who were senior to me reporting to me.
This abrupt shift in responsibilities forced me to quickly adapt to a leadership role, develop strong interpersonal skills, and learn how to motivate and inspire a team.
Here are four myths and realities which should know.
Myth 1: As a District Manager, I have the power and freedom to do whatever I want.
Reality 1: I have to deal with many people who constantly make demands on me.
To manage effectively:
- Build relationships with people outside your team who your team needs to work with.
- Make changes that will make the team perform better.
Myth 2: A manager’s power comes from their official position in the company.
Reality 2: Your power comes from how well you can earn the trust of your peers, subordinates, and superiors.
To manage effectively:
- Show strong character: Always do the right thing.
- Be a good manager: Listen more than you talk.
- Be influential: Get others to cooperate with you.
Myth 3: District Managers must control their Medical Representatives
Reality 3: Control does not equal commitment. And Medical Representatives do not necessarily obey orders.
To manage effectively:
- Build commitment by empowering Medical Representatives
- Clarify and re-clarify the teams goals and accountability
- Invest in them and inspire them to achieve team goals; do not order them
Myth 4: Managers lead their teams by building relationships with individual members of the team.
Reality 4: Actions directed at one Medical Representative often negatively affect the morale of other Medical Representatives thus affecting performance
To manage effectively:
- Pay attention to your teams overall performance
- Use group-based methods for problem-solving and diagnosis.
- Treat all Medical Representatives fairly.
To conclude, every new District Manager should strive to become a titleless leader.
New District Managers as Titleless Leaders
Who is a “titleless leader”? A “titleless leader” is someone who leads and inspires others not because of their formal position or title but through their actions, influence, and character. New and even experienced District Managers should aspire to become titleless leaders. You have several benefits of becoming a titleless leader
First, as a titleless leader, you build trust and respect within your team. By focusing on collaboration, empathy, and personal connections rather than relying solely on their authority, you create a positive and inclusive work environment. Medical Representatives are more likely to feel valued and motivated when they see you leading by example and genuinely caring about their well-being.
Second, as a titleless leader, you foster innovation and creativity. When you encourage open communication and value input from all team members, you unconsciously tap into a wealth of diverse perspectives and ideas. This inclusive approach can lead to more effective problem-solving and continuous improvement within the team.
Third, as a titleless leader, you enhance team performance and cohesion. By being approachable and supportive, you create an atmosphere where Medical Representatives in your team feel comfortable sharing their challenges and seeking guidance. This leads to better collaboration, higher morale, and ultimately, improved performance.
Finally, becoming a titleless leader helps you develop your leadership skills. It encourages you to focus on personal growth, emotional intelligence, and the ability to inspire others. These qualities are essential for long-term career success and can pave the way for higher-level leadership roles.
In conclusion, you should strive to be titleless leaders to build trust, foster innovation, enhance team performance, and develop their leadership skills. This approach benefits not only you yourself, but also your teams and your organization as a whole.