TrainingTrends
Sales training is a cornerstone of success for life sciences organizations. Questions like which selling models work best, how stakeholders feel about sales team performance and what skills reps need to thrive are always top of mind for industry leaders.
To explore these questions, TGaS surveyed its member community and gathered insights from 12 organizations, representing a mix of large and emerging life sciences companies. Their feedback painted a clear picture of what’s working, where there’s room for improvement and how training strategies can evolve to meet the needs of healthcare providers (HCPs).
The findings revealed several compelling trends. Internally developed selling models remain a go-to for many, while the focus is increasingly shifting to building advanced skills that align with HCP expectations. (See Figure 1.) Stakeholder satisfaction, while steady, highlights opportunities to deepen impact and create stronger connections.
These insights offer learning and development (L&D) leaders a roadmap for refining their strategies and equipping sales teams with the tools they need to succeed in a competitive and ever-evolving industry.
The survey revealed that 83% of respondents leverage a variety of selling models, often combining internally created frameworks with elements of established programs. (See Figure 2.)
While some organizations use well-known approaches like CEB- Challenger (17%), Huthwaite-Spin Selling (8%), and Miller Heiman’s Strategic/Conceptual Selling (8%), the majority are building models tailored to their unique needs. These hybrid approaches reflect the complexity of life sciences sales, where customization often leads to better alignment with organizational goals and HCP expectations.
Interestingly, changing selling models isn’t a big focus for most organizations. In fact, 75% of respondents said they are not considering any major shifts to their selling models this year. This decision suggests confidence in their current approaches, but it also raises a key question for L&D leaders: Are these models evolving quickly enough to meet the challenges of an increasingly dynamic market?
For now, the focus appears to be on refining and optimizing what’s already in place. Respondents noted frameworks like “Single Patient Focus” and “LEAD Selling Models” designed internally to emphasize personalized, patient-centric approaches. Other organizations rely on consultative selling principles or hybrid methodologies that combine multiple systems.
For L&D leaders, the priority is clear. Sales reps don’t need completely new models. They need the tools and training to apply existing ones effectively. The priority should be helping teams understand when and how to adapt these frameworks to fit different customer scenarios.
By focusing on refining skills rather than reinventing processes, organizations can ensure their selling models remain relevant without requiring a complete overhaul.
When it comes to sales team performance, stakeholders gave an average satisfaction score of 5.1 out of 7. It’s not bad, but let’s face it — it’s not exactly a glowing endorsement either. This middling score shows that sales teams are meeting expectations but falling short of consistently exceeding them. (See Figure 3.)
Why does this matter? Stakeholder satisfaction isn’t just a feel-good number. It reflects how well sales teams address the needs of HCPs and deliver value in a competitive market. A 5.1 suggests competence, but it also points to missed opportunities for deeper engagement and impact.
For L&D leaders, this score should spark reflection. Are reps equipped with the skills to engage meaningfully with HCPs? Do training programs align with what stakeholders value most?
Moving from “good enough” to “exceptional” requires a closer look at these gaps and a plan to close them.
The three critical skills identified in the survey — specific advanced skills, business acumen and customer insights and communication and adaptability — are more than just desirable traits. They reflect the evolving nature of how reps must engage with HCPs and drive impact. (See Figure 4.)
Specific advanced skills, like data analytics, AI and clinical selling, highlight the shift toward leveraging technology and deeper scientific understanding to personalize engagements.
Business acumen and customer insights reinforce the importance of helping HCPs “connect the dots” between treatments and patient outcomes. This skill ensures reps aren’t just selling products but demonstrating their value in broader care pathways.
Communication and adaptability focus on the human side of the equation and the ability of reps to pivot and adapt in real time as HCPs are coming into the conversation more informed than ever. Emotional intelligence also plays a key role here, enabling reps to understand and respond to the needs of HCPs with empathy and solutions that build trust and credibility.
These skills aren’t just L&D buzzwords, they’re the foundation for modern sales success. For L&D teams, it’s about building programs that develop these skills in a way that equips reps to meet HCPs where they are, both scientifically and relationally.
Advanced training programs are another area ripe for growth. Two-thirds of respondents said they focus on questioning techniques, which makes sense — asking the right questions is critical for understanding HCP needs and building meaningful conversations.
But here’s where things get interesting. While questioning leads the pack, other advanced training topics, such as data analysis, patient types and personality or social styles, are offered by only 50% of organizations. Skills like storytelling and closing are even less common, despite their value in creating compelling narratives and driving outcomes.
At the same time, only half of respondents use a formal sales competency model. That’s a big gap. Competency models help ensure consistency, measure progress and provide a roadmap for development. Without them, training can lack the structure needed to consistently elevate performance.
For organizations aiming to raise the bar, refining their use of competency models and broadening advanced training topics could create more strategic and impactful programs. The key is to ensure that teams have both the framework and the skills to succeed in today’s challenging sales environment.
The data from our survey offers more than a snapshot of where sales training stands today, it provides a lens for where it could go tomorrow. The reliance on hybrid and internally developed selling models signals a commitment to tailoring approaches to fit organizational and customer needs. Stakeholder satisfaction, while steady, reveals opportunities to create deeper alignment between sales teams and HCP expectations. And the emphasis on advanced skills highlights how critical it is to balance technical fluency with human connection.
For L&D teams, these insights are a blueprint for action. They can shape training programs that empower reps to use their selling models more effectively, build trust with stakeholders and leverage the right tools and skills to address realworld challenges. Whether it’s refining competency models, focusing on advanced questioning techniques or developing programs that emphasize adaptability and empathy, the opportunity lies in taking these data-driven insights and translating them into measurable impact.
The question isn’t just, “what’s next for sales training?” It’s, “how can we use these findings to create smarter, more confident teams?” The answer will define not only how sales teams perform in the field, but how organizations differentiate themselves in an increasingly competitive and customer-focused industry.
Tiffanie Alferman is learning & development director for TGaS Advisors, a division of Trinity Life Sciences. Email Tiffanie at talferman@trinitylifesciences.com or connect through linkedin.com/in/tiffjlee.
