Why do Senior Managers Keep Repeating the Same Mistakes? Part VIII – Asrar Qureshi’s Blog Post #951

Why do Senior Managers Keep Repeating the Same Mistakes? Part VIII – Asrar Qureshi’s Blog Post #951

Dear Colleagues! This is Asrar Qureshi’s Blog Post #951 for Pharma Veterans. Pharma Veterans Blogs are published by Asrar Qureshi on its dedicated site https://pharmaveterans.com. Please email to aq.pharmaveterans@gmail.com for publishing your contributions here.

Credit: Andrea Piacquadio

Credit: Burst

Continued from Previous ……

The DM decided to intervene.

The DM was a highly seasoned professional who believed in autonomy with defined limits, team building, and maintaining conducive work environment. He had been hearing about things happening in KK’s team but did not intervene as a matter of principle. He was the main member of the selection panel that had hired KK. He had liked KK for his profile and personal attributes that they could see during interview. He had given him this particular team which was stable in sales and more stable in working pattern. He wanted KK to change the pace of this team so that their portfolio could be enriched further. 

The DM understood that classic teams and products are a challenge in any pharmaceutical company. The company depended on their predictable sales volume and did not want to lose it. Their unit volume was very interesting, revenue fairly interesting, and profits least interesting. The DM knew that in the long-term this team may become less productive for the corporate and he wanted to avoid that outcome, hence the induction of KK. It looked like that the situation had reached a point where intervention was necessary. He did not want to talk to any of the team members directly as it would undermine KK’s position. He called KK to his office. He started by asking about the situation in general, KK replied that everything was under control. The DM then became more specific and pointed. “I have seen sales trends; the sales are declining. What are the reasons?” The DM asked, “Sir! You know these are mostly old hands and they are used to working in conventional ways. I am forcing them to change, and they are resisting. I am sure the sales decline is intentional”, KK said rather unhappily. “If we consider this assumption to be correct, how do you plan to tackle it?” was the next question. “Sir! This is revolt, and it should not be tolerated. I shall put more pressure, and maybe fire one or two managers, so that the others may learn”, KK’s tone had a hint of anger. The DM was still calm, “Revolt is a big word, dangerous also. Do you think pressure will resolve this matter?”. “Of course, I cannot agree to such behavior, and certainly not ready to accept it. They have to fall in line, or they will leave” KK emphasized. “Are you talking to ZMs frequently?” asked the DM. “I don’t talk to them, my SPM does. I had laid out my agenda in the meeting that I called when I joined. I don’t need to talk to them again and again” KK replied. The DM persisted, “If you talk to the ZMs and if needed, AMs, will it not create better understanding and team spirit?” KK paused for a moment and then said, “No Sir! I don’t intend to take that approach. I believe they should learn to follow instructions”. The DM changed his tone, “You are taking very hard stance, which is not really needed.”. “No Sir! It is not hard stance. I have faith in my strategies that these will work, if truly applied” KK defended. “What strategies have you given so far?” the DM asked. “I have increased the number of doctors on calling list, I have asked them to make 16 calls per day, I have sent T-shirts and caps with products’ names for better visibility, and I have increased distributor stock in anticipation of increased sales and to avoid sales loss” KK replied quickly. The DM did not look impressed, “Apparently, your strategies are not working”. “Yes, not entirely, because they are not implementing these properly” KK replied. “That is why I believe I need to be stricter”. The DM thought for a few moments and said, “I am not convinced, but I shall give you till the end of this month, which is about three weeks.” The meeting ended.

KK went back to his office, more determined that he needed to put these guys under greater pressure to get things done. He called the SPM and told him that he had a meeting with the DM but did not give any detail. He asked the SPM to call the ZMs immediately and tell them that their results must improve immediately, and that they must start achieving their targets by next week; there shall be no more arguments. The SPM wanted to argue but thought better of it. He went back to his office and started making calls.

The response to his calls was not promising. The ZMs were not confident they would be able to achieve targets, rather, they affirmed that the given targets were beyond reach in a matter of few weeks. The SPM did not share this feedback with KK as he knew he would be offended.

Next week results came in, and the declining trend continued. KK was furious. He called in the SPM and started shouting, “What do they think they are trying to do? Testing my patience? These good-for-nothing, useless guys are wasting my time and energy. Tell them now, this is the last time. They will achieve or they will have to go”. The SPM called the ZMs again, he did not repeat the same sentences but told them plainly that the situation was very grim. They must make all out efforts to bring results. “But how?” asked the ZMs. The SPM had no answer to that. 

Three days later, one ZM resigned. He sent in a rather long resignation letter reiterating what had been happening and made it clear that the given plans were not doable, and given targets were not achievable in this time frame. The SPM told KK about the resignation. He read it, paused for a moment, and only said, “Good for him”. Next day, one of the AM from the same zone resigned, along with two medical reps. The SPM was alarmed, he went to KK and said so. “Ah! The revolt is now frank mutiny. I don’t care. Let us find replacements quickly” KK responded. The SPM came back with a sinking feeling.

Next week results were further down. KK was now concerned but did not show. He understood he had been embroiled in a conflict with his team, which was the worst that could happen. However, he did not know how to undo the damage, or correct the situation. He did not want to make concessions as it would make him appear to be weak. He could not apply more pressure because more people were likely to break. It was amid these thoughts that he received message to see the DM.

The DM was in a somber mood. He did not ask KK to sit down, and he himself also kept standing. “KK! We discussed earlier also. I shared my concerns and raised some questions. As was rather expected, the logical outcome of your working style is showing clearly. I understand this is the end of the road for us. You may resign today, and we shall settle your accounts accordingly. You may go now.”. There was a chilling finality in the voice of the DM which prevented KK to say anything at all. “Okay Sir” was the only thing he could manage to say.

KK sat in his office, heartbroken. He believed he had been dealt poorly. The managers did not implement his strategies and his own boss did not stand behind him. It was an unfair world.

With a heavy heart, KK typed his resignation, and emailed it to the DM, with copy to HR. 

We shall see what happens next in the next blogpost.

To be Concluded……

Disclaimers: KK is a fictional character. All events described in this series of blogposts are also fictional. Any resemblance with anyone will be a coincidence, not intended.

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For most blogs, I research from several sources which are open to public. Their links are mentioned under references. There is no intention to infringe upon anyone’s copyrights. If, however, it happens unintentionally, I offer my sincere regrets.