MSL work output is much harder to measure than those of other teams; attempting to link it to commercial sales goals or arbitrary numbers of meetings or insights will not provide meaningful results. But management will continue to expect MSLs to provide some sort of metrics – sometimes on very short notice – so which are the best to highlight?

• Provide results-oriented training that allows team members to react faster
• Recognize the uses and drawbacks of outcome-related metrics
• Understand how best to justify your type and amount of outreach

MSLs can be highly effective when working with clinical development, operations, and R&D teams during early phase trials. Few companies use MSLs to their fullest extent during early stages, so if you put in the necessary forethought you can quickly gain a competitive position.

• Strategize the impact MSLs can have on clinical site selection, enrollment, and trial development
• Form good internal partnerships to make sure external work stays smooth
• Refocus MSL responsibilities around pre-launch and pre-commercialization stages to get the most return from their scientific knowledge

Dive deep into understanding how this new wave of AI can help you measure impact and uncover opportunities to drive better HCP engagements and deliver on your medical strategy.

• Measure the impact of your field efforts
• Uncover trends, education gaps, and evidence gen opportunities from field insights
• Understand where HCPs are along their educational journey
• Automate time-consuming, manual work - drop the spreadsheets!

MSLs need to focus on building long-term relationships in the field – yet many prefer to “chase the raise” with short tenures at multiple companies. What impact does this have on the MSL role – and on their career prospects?

• Recognize the likelihood that managers may be less likely to hire someone with a proven history of rapid switching
• Target candidates with advanced degrees that suggest long-term perseverence
• Provide new career growth projects, exposure, and challenges that keep team members interested and reduce turnover

MSLs talk about emotional intelligence a lot, but are you properly equipped and devoted to grow and exploit these skills into a lasting advantage? These skills cannot simply be “briefed” in a 2-day workshop – they require long-term cultivation and repeated use.

• Focus on the five core components of emotional intelligence – and how to work on each
• Emphasize concentration and self-reflection on any personality aspects that could get in the way
• Learn to recognize signals from HCPs when you should shift your tone and approach
• Review whether outside vendor training is worthwhile

While at a large pharma company, you may be siloed into a “pure” MSL function, explicitly focused on creating relationships. But at smaller companies, you may wear more hats and are have less oversight. Do you have the personal initiative necessary to take on a role where your decisions will be monitored and discussed less?

• Weigh the balance of working with limited resources, more responsibilities, and less oversight
• Get a clearer idea of the different number of layers separating you from managerial approval
• Prepare for the extra work of generating slide decks and payer information yourself

MSLs and sales teams each bring value to their companies in different ways – and there are multiple options open for pharma companies to specialize their future development. The next 3-5 years may be very tense due to new developments in how MSL field teams will function, and you must be prepared either way.

• Map out the most likely options for more specialized medical teams
• Plan the best responses if medical and sales teams each gain different focuses in proactive data discussions
• Visualize how your impact will change in more proactive KOL discussions and calls with investors