This isn’t a rant against Alkermes, UM’s have infected every pharma company I worked for and probably all of the medium-large size ones. They are a lazy, convenient substitute for true leadership. I retired from ALKS in 2019 but stay in touch with some folks still there. It looks like what once was a small, agile, focused enterprise has become Pfizer, Jr.
There’s nothing inherently wrong with metrics…it’s all in how they are collected and, more importantly, used. The apex predator of UM’s has got to be self-reported call volume. Apparently, somebody, somewhere decided to look into what makes great reps great. And they dug up the average # of calls they made per day because “common sense” tells you the more calls you make the more you’ll sell. And since these successful reps report making 4.5 calls per day, that’s the minimum everybody should do. But, there’s a couple of seismic faults with this “common sense” approach.
First, it’s self-reported…which means it’s suspectable to manipulation. Which means the goal could have been BS in the first place, and most reps aren’t stupid…they’re not going to routinely report missing the goal…regardless of reality.
Second, all of the UMs report activities, not accomplishments. Yes, some activities can lead to accomplishments, but not equally across all territories. In some territories bringing in lunch is the expected practice, but in others it forbidden. And I’m unaware of any legal activity that actually collects revenue. So, if a TBM is hitting their number…or pretty close…why worry about how many calls are being made?
Third, they don’t help the TBM become better at selling…though they do help develop creativity in reporting. So, you have a TBM that’s not hitting their number, and the UM tells them to make more calls. Probably a better idea to focus on how the TBM makes the call versus how many unsuccessful calls they make and telling them to do more of the same. Which leads to number 4…
UMs are lazy leadership. Instead of taking the time to figure out what’s wrong, and then improve that area, UMs focus on relatively unimportant activities. Doesn’t matter how many calls a TBM makes if they’re not persuasive interactions. But it’s a lot easier to ding somebody on a UM than it is to analyze their selling skills and help them develop.
I’m under no illusion that anybody who could actually kill the UMs is going to read this. But lots of people who someday will have that power, may. When you ascend to that position. Please don’t forget how detrimental these UMs are.
There’s nothing inherently wrong with metrics…it’s all in how they are collected and, more importantly, used. The apex predator of UM’s has got to be self-reported call volume. Apparently, somebody, somewhere decided to look into what makes great reps great. And they dug up the average # of calls they made per day because “common sense” tells you the more calls you make the more you’ll sell. And since these successful reps report making 4.5 calls per day, that’s the minimum everybody should do. But, there’s a couple of seismic faults with this “common sense” approach.
First, it’s self-reported…which means it’s suspectable to manipulation. Which means the goal could have been BS in the first place, and most reps aren’t stupid…they’re not going to routinely report missing the goal…regardless of reality.
Second, all of the UMs report activities, not accomplishments. Yes, some activities can lead to accomplishments, but not equally across all territories. In some territories bringing in lunch is the expected practice, but in others it forbidden. And I’m unaware of any legal activity that actually collects revenue. So, if a TBM is hitting their number…or pretty close…why worry about how many calls are being made?
Third, they don’t help the TBM become better at selling…though they do help develop creativity in reporting. So, you have a TBM that’s not hitting their number, and the UM tells them to make more calls. Probably a better idea to focus on how the TBM makes the call versus how many unsuccessful calls they make and telling them to do more of the same. Which leads to number 4…
UMs are lazy leadership. Instead of taking the time to figure out what’s wrong, and then improve that area, UMs focus on relatively unimportant activities. Doesn’t matter how many calls a TBM makes if they’re not persuasive interactions. But it’s a lot easier to ding somebody on a UM than it is to analyze their selling skills and help them develop.
I’m under no illusion that anybody who could actually kill the UMs is going to read this. But lots of people who someday will have that power, may. When you ascend to that position. Please don’t forget how detrimental these UMs are.