Some days ago I was talking to one of my former employees working for a pharma multinational about some training topics. At some point he mentioned that best training he had was one on motivation with a leading local supplier. He was excited about being well entertained throughout the sessions.
I asked out of my curiosity how much of the knowledge and skill transfer he managed to use afterwards (and at work especially). He replied happily: “quite a lot”. I asked for more specifics. The answer came harder this time and he was only able to remember and articulate the single bagger/ double bagger theory but failed to show the impact that theory had on himself or his clients. He only said that he managed to tell the story to other people. I insisted on the impact and… silence. I jokily asked him to advice his managers, next time they want entertaining to better check the national or comedy theatre. It should be better and a lot cheaper. And outside working program.
Now to the point.
I do believe that people learn a lot easier and happier in an amusing environment. However, amusement should be background while development objectives shall be on focus. Don’t let orchestra cover the lead singer.
Next time check what you’re contracting. Is it about filling in specific developmental gaps or simply… entertraining.
Are you contracting specific behavioral change or a training program? Do your people feel both the sweat and the joy of change? Or they are simply judges of how one or another managed to intellectually entertain them while away from field battles?
Nicolae Iordache Iordache
Nicolae Iordache Iordache has 15 years of professional activity in the NGO sector and pharmaceutical business. Graduated as medical doctor, he holds an MBA joined degree from Case Western University, Cleveland, Ohio and CEU School of Business, Budapest, Hungary. He has more than 11 years of experience in pharmaceutical industry ranging from medical representative to senior level. His main interest is field force effectiveness and he has been consulting for pharmaceutical companies holding either global or regional leadership, both R&D and generics. Nicolae Iordache Iordache was involved in consulting projects in 14 countries, especially in CEE and Mediterranean region. Within some of the consulting projects he has trained and developed FLSMs and FFMs in skill and capability development. Iordache is a former Country Manager of Richter Gedeon in Romania and was responsible for all sales and marketing activities for the imported portfolio of the company. In this function he served as advisor, keynote speaker and chairman in several occasions at pharmaceutical industry events. Nicolae Iordache Iordache has established, and is Managing Director of, Iordacheiordache T&D, a company specializing in human performance and productivity especially in sales organizations with the aim to support highly motivated sales executives to lead effective sales teams.
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