Field coaching and assessments

This is the half no pharmaceutical CRM covers. Not the account: the person calling on it.

The district manager rides along, observes and assesses. The problem is not that the conversation fails to happen — it happens all the time — it is that it does not survive the following week: it ends up on a loose sheet, with conclusions like «good attitude» that cannot be discussed, cannot be defended to the employee, and cannot be compared with the previous session.

Here the assessment rests on a manageable framework of competencies and execution stages — yours, not one off the shelf — is captured in a guided flow, and produces an index that can be compared across people and over time. Development objectives and commitments come out of the session, each with an owner and a date; the next session opens with them in view, including those from reports already sent, because a live commitment does not stop being one just because the report was closed.

And the situational leadership diagnosis says something more useful than a score: how much competence and how much commitment this person has for this task, and which leadership style fits.

All of it comes together on the employee profile: one screen per person.