Put yourself in the shoes of a first-line manager…
You've been managing Sarah for five years. You know her kids' names, her territory challenges, her preferred working style. Your field rides are pleasant and productive. She hits her numbers. You check the boxes. The relationship is strong.
And yet something important may be missing.
This is a pattern that shows up in many tenured manager-rep relationships. The field visits are consistent. The conversations are comfortable. But the development has plateaued. It's a pattern worth examining, because it reveals an important distinction between relationship capital and development capital.
What the Data Shows
In analyzing more than 75,000 coaching conversations from pharmaceutical and life sciences sales teams, a clear pattern emerged.
Top-performing managers were three times more likely to reference long-term skill development goals during field coaching. Average managers showed a different pattern. Nearly 25% made no reference to long-term goals at all and more than half had no stated goal for the visit.
Imagine if we, as managers, were OK with our field team members not having any goals for their days in the field.
What Development Capital Actually Looks Like
Strong relationships enable effective coaching. But relationship capital alone doesn't create growth. Development capital is specific. It's progressive. It creates momentum.
Developmental capital is, at its core, the degree of trust you’ve built with each team member to be a partner is his or her development. Do they see you as a coach? Do they see you as someone who’s going to make them a better rep? LEt’s take it one step further…do your top people see you as the person who’s going to get them to and keep them at the top of the rankings?
Developmental capital is built by:
- Focusing on each team member and co-creating development goals that reflect their individual strengths, areas for growth and the needs of the business;
- A focused approach. Developmental capital is compounded by ongoing focus on skills and behaviors that you both know enhance performance;
- Sharing the ownership. Hoe often do we as managers share the responsibility for development? What percentage of your team’s coaching and development are you personally responsible for? A coach with a lot of development capital also makes it clear that team members are expected to do the heavy lifting.
How to Check Your Dev Capital “Balance”
Here are four quick questions to assess your current balance of developmental capital:
- Do your reps reach out to you proactively to discuss skill development or skill-related challenges?
- Can you describe each team member's current skill development goal right now? If not, you may be managing relationships without building development capital.
- What percentage of your team has a skill-related project or assignment they’re working on?
- Do your field coaching reports from this quarter look meaningfully different from last quarter's? Do you see measurable skill growth? Shifts in focus that reflect development toward a goal?
The Value of Tenure, Redirected
If you've managed the same team for years, the relationship capital you've built is valuable. It's the foundation that makes honest, challenging coaching possible.
But relationship capital becomes most valuable when it's used to create development capital. The best managers lean into the trust they've built:
"We've worked together long enough that I can be direct. Here's what I see. Here's what's possible. And here's how we're getting there together."
That's relationship capital in service of growth.
Ready to Transform Your Coaching Approach?
Download our guide: When Everything's On Fire: 4 Coaching Moves You'll Need for 2026
Discover the complete framework top-performing managers use to create development capital, including:
- How to set connected skill goals that create visible momentum
- The BASICS quality framework that ensures coaching actually sticks
- Case studies showing 112% increases in strategic coaching focus
- Practical moves you can implement this week
