Leadership development for medtech sales leaders
Help your managers make a recommendation they can defend, give feedback someone can use, and make commitments their team can keep. With Gain Game Science, they practice those skills in the decisions and conversations already on their calendar.
Discuss your prioritiesReview the decision, the coaching conversation, and the commitments kept. Compare progress with where the team started.
Leadership development in practice
Here is what we ask leaders to practice. You can examine it in a decision request, a coaching conversation, or the plan they bring to a review.
A manager brings a recommendation, the facts behind it, and the decision they need from you. You can see what they considered and where they need help.
Track progress
Days from a stalled deal to a leader’s decision.
A manager points to something the rep said or did, explains its effect, and agrees what to try on the next call. They return to that same skill at the next review.
Track progress
Documented coaching hours per rep, per month.
The plan names who will do what, by when. When a date is at risk, the manager says so early, explains the cause, and proposes what to change.
Track progress
Account and territory plan commitments delivered on the agreed date.
Choose the measures together. Record where the team starts and who will keep the record.
Coaching hours show whether coaching happened. The conversation and the next attempt show what the person learned. Review both.
How Gain Game Science works
A gain is a change a leader can recognize and practice. For example, moving from raising a problem to making a recommendation someone can act on. Here is how that practice can work.
Take a recurring decision the manager brings to you. Agree what a useful recommendation must include: the facts, their proposed action, and the decision they need.
Have the manager prepare the next recommendation. Review it together. Can the recipient make the decision without chasing missing information? Revise it and use it.
At the next review, examine the recommendation, the decision made, and what happened afterward. Compare decision time with the starting record, then choose what to practice next.
Use what happened to choose the next thing to practice.
The people behind the work
Led by Dr. Gunter Wessels, LiquidSMARTS℠ develops sales leaders through Gain Game Science. MedTech is our specialty. These principles guide our own work.
When we ask you to decide, we bring a recommendation, the reason for it, and the information you need to act.
We explain a finding in terms the audience can use. The facts stay the same, including the ones that complicate our recommendation.
A leader practices on work they own, gets feedback, and tries again. We look for what they can do on the next occasion without our help.
A focused first conversation
Bring one decision, conversation, or commitment your managers need to handle better. We will discuss what needs to change and whether we can help.
Who needs to handle this, and what do they need to decide?
What happens today? Where do you still have to step in?
What would they do differently, and where would you see it?
We take on work when our priorities align and the project has discernible value. Together, we agree the scope, evidence of progress, time commitment, and fee.
Discuss your priorities