It’s not easy being a Regional Director in a pharmaceutical sales organization. There is a lot of pressure that comes along with the role.
After all, regional directors (RDs) are frequently being pulled in different directions, trying to satisfy corporate initiatives while also catering to the unique demands of their own districts. They are initiators as well as implementers, expected to translate strategy into its most tangible form in the field. Often this leads to an unfortunate series of misalignments, miscommunications, and misdirection.
So what then can be done to ensure strong and consistent regional director performance in pharmaceutical sales?