Executive Coaching And Mentoring Smoke-screen

I've got a few important things to tell you about this issue...

IMPORTANT: This post is NOT just about exposing coaching and mentoring smoke-screen, so please take a minute and read the whole thing right now (the info are 'case-sensitive' and very important).

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FIRST, LET'S TALK ABOUT THE SMOKE-SCREEN
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The first thing I want to mention is that I DON'T simply coined the word 'smoke-screen' just to attract your attention (if it does then I'm delighted). In the truest sense, this is what I feel about most of the Pharmaceutical executive coaching and mentoring program.

Pricey, expensive, inefficient program!

Why?

Because most of the program are run by non-Pharma people and what gets to you the most is when they said,"Our client who sells herbs, just like you..." and they have NO idea who and what they're dealing with. A real frustration. The money spent could easily be channelled to the end-of-the year incentive trips...

If you're anything like me, easily put off by people outside Pharmaceutical industry trying to teach a thing or two to people who sweat and tears blood for years in this industry then you understand why I called such program smoke-screen.

Last time, I always blame the trainers for not understanding our needs but later on, when I hopped into management, I can see that HR (that's Human Resource by the way), got some role to play in ensuring the success of such program.

Again, this is another smoke-screen because in a big company, HR people are very important people. They took care of the employee welfare and their career path. They are the one who actually have a direct contribution to the development of an employee or in our case Pharma sales rep, managers, etc.

But their roles are always reach two extremes: it's either their role is 'overrated' or the other extreme - 'underrated.' Pretty hard for them to strike a balance. And when this happened...

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IT'S BAD NEWS FOR US - THE EMPLOYEE
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Why?

Because they 'start' to implement action plans which was 'immaturely' thought. They thought the sales reps need executive coaching so they implement program such as '8 Steps Coaching Program' and make it as an imperative for the line managers. It became part of their job descriptors and to excel, the managers need to demonstrate that.

But in my case, my immediate supervisor does not pass steps number 4 (we'll discuss about this later, OK?) but he still got an increment and I didn't...

My team member who wants to change sectors had to demonstrate 'part' of the coaching skills to a newer member (what if you don't have a new member?)...

Again, another smoke-screen.

Companies' are testing the best course of action to take to have a succession plan in place but to an 'amateur' organization, regardless how long it has existed, this step is punishing. Those members of the organization who can't tolerate, they bail-out. Sometimes, good, hard-working men and women in the sales force are lost in the process.

I don't know about you but to me, even after countless hours on the field 'coaching' and 'mentoring' Team Members, I understand 'little' to 'none' the mechanics of both skills. What makes them tick... how to make them better... how to make them spontaneous...

I can only recall the steps taken as 'rigid' and 'fragile.'

Can one be better in both?

Maybe.

I don't have the answer for that because apparently, even the Top people are missing their ques for both.

I'll drop again some other day to address this issue.