How to Define the Gap between Upper Management and MSLs

The Medical Science Liaison (MSL) role bridges the gap between the scientific and clinical community and the pharmaceutical industry. The appeal of Medical Science Liaison jobs in part lies in the unique fusion of science and business that the position offers. However, a visibility gap often exists between upper management and MSL teams. This article will explore the reasons behind this gap and suggest ways to bridge it.

Medical Affairs: A Cost Center?

Before we delve into the contributors of the visibility gap, it’s important to address a common perception: Medical Affairs can be seen as a cost center for companies. With high salaries and expenses, the return on these costs can seem elusive due to the lack of concrete metrics. This perception can contribute to the visibility gap between upper management and MSL teams. But it doesn’t have to be this way…

Subjectivity in the MSL Role

One of the primary reasons for the visibility gap is the subjectivity inherent in the MSL role. The quality and outcomes of field meetings, which are a significant part of an MSL’s job, cannot be accurately measured using quantitative metrics. This lack of tangible measures can lead to a perceived undervaluation of the MSL role, contributing to the visibility gap.

Ineffective Reporting

Ineffective reporting, particularly due to the focus on quantitative outcomes, is another factor that exacerbates the visibility gap. The unique nature of the MSL role, which involves complex scientific discussions and relationship-building, cannot be adequately captured by numbers alone. The role of qualitative metrics is becoming more important, but few companies have yet to determine the best way of capturing or reporting on these to upper management.

Bridging the Gap: The Need for New Tools and Training

Bridging the visibility gap between upper management and MSL teams necessitates a multi-pronged approach. New tools that can better capture the qualitative aspects of the MSL role are needed. Additionally, soft skill training for MSL teams to understand the unique ways quality interactions are conducted are needed.

In conclusion, the visibility gap between upper management and Medical Science Liaison teams is a multifaceted issue. However, with the introduction of new tools and training, this gap can be bridged, leading to a more effective MSL teams and efficient medical affairs departments.