In recent conversations with customers, we’ve been hearing similar themes: “my team is role play fatigued”, “we can’t include the words ‘role play’ in our activities”, “our team is tenured and reluctant to do it”, and even “our team doesn’t believe in role play.”
Let’s be honest—if we had a dollar for every time a rep groaned at the mention of “role play,” we’d all be sipping cold brew from gold-plated mugs. This isn’t a new problem, but the reluctance to role play has gotten louder lately – possibly due to things like limited time, bad experiences, virtual fatigue, and a perceived lack of psychological safety.
We get it. The awkwardness. The performative energy. The fear of being watched and judged by peers. It’s exhausting. But here’s the hard truth: practicing conversations, handling objections, adapting to customer needs in real time—that is the job. And role play is still the most effective way to build that skillset.
Practice works: Follow the data
“Learning by doing” isn’t just a cliché; it’s a well-proven method for retention, outperforming conventional (didactic) teaching methods.¹⁻⁴ In fact, the average retention rate via role play is 75% compared to just 5% for lecture and 10% for reading.⁴ Role play consistently outperforms conventional training, proving to be the most effective means in developing core skills like listening, communication, and problem-solving.¹⁻⁵
Sales reps in the life sciences industry operate in an environment that is as competitive and high-stakes as professional sports. They’re expected to be product experts, navigate complex regulations, build provider trust, and differentiate in a saturated market. Yet unlike athletes who train relentlessly, some reps believe their experience exempts them from continued practice. That mindset is a trap. Experience doesn’t always equal excellence. In fact, it can lead to outdated habits and blind spots and breed stagnation.
AI role play has its place
Virtual role play has come a long way. AI-powered simulation offers a flexible, low-pressure way to build skills. AI role play platforms can offer many benefits that include:
Cost- and time-effective, tailored coaching that scales, lessening managerial burden
Immediate, unbiased feedback and specific suggestions
A safe, audience- and judgement-free practice space, to build confidence
Unlimited practice attempts, on the salesperson’s own time, at their own pace
The data is compelling. For instance, one AI role play provider cites that sales reps who use virtual practice have a 26-27% higher chance of being in the President’s Club.⁶˒⁷ An analysis of 1,200 learners on another platform showed up to 39% improvement in skills demonstrated over 3-month period.⁸
AI-powered role play has come to be an excellent supplement― one that we often include in our training curriculum designs.
But when the moment of truth arrives—across from a real provider, on a real visit—nothing substitutes for the energy, pressure, and human feedback of live, in-person practice. And if you’re spending the time and money on getting people out of the field and into a room together for a face-to-face meeting, don’t waste that opportunity.
The fix: Reframe the approach
Training isn’t just for onboarding; it’s a long-term performance strategy, meant to sustain excellence. The market shifts, competitors evolve, and customer needs change. Without ongoing training, even the most experienced sales reps can lose their edge.
At Octane, we’ve seen how even the most seasoned reps benefit from live practice with peers—when it’s done right.
So how do we move past the resistance? We reframe the approach and manage the change.
Reframing role play is more than just changing the language. It requires a change management mindset: shifting perceptions, building buy-in (from managers, training teams, reps), and reinforcing the value over time. Here are a few ways to do this, as suggested by our Prosci®-certified Change Practitioners on staff:
Start with the why: Explain to everyone involved that it’s not about going back to basic but staying sharp and keeping that competitive edge. Draw the parallel between elite athletes or surgeons who never stop practicing and advancing.
Engage early champions: Identify respected or tenured reps and field managers early to help co-lead or facilitate the sessions.
Design for confidence, not compliance: While compliance is important, it shouldn’t be the main driver. Create psychologically safe spaces. Let the reps shape the scenario, play the customer, or coach a peer. Give them some ownership.
Reinforce and reward: Recognize the effort and not just the outcomes. Share small wins and success stories often.
How we do it
Instead of "role play," we design real-world run-throughs, advanced skills labs, performance rounds, or simulations. The activities are meant to mirror the complexities and pressure of real-world interactions, without the “pretend” energy that turns people off.
We focus on the purpose of the activity, not the format. To do that, we incorporate methods that spark engagement and retention:
Physical movement: Getting people up and out of their seats to avoid sitting fatigue and to spark energy
Structured reflection: Allowing reps to analyze what worked and what didn’t, both individually and with a coach/peer
Peer coaching: Tapping into rep expertise and creating a sense of shared mastery
Competition-style games: Including timed challenges, progressive difficulty, team activities, and points and rewards to introduce variety and tap into the competitive nature of reps
Branching dialogue (choosing your own path): Allowing reps to make real-time decisions and experience the consequences in a safe environment
Rotating roles: Giving reps the opportunity to play different roles (customer, observer, patient) to build empathy and broaden skill sets by viewing the scenario from different perspectives
The goal isn’t to trick people into role playing—it’s to help them practice in ways that feel energizing, relevant, and psychologically safe.
And when working with tenured teams, it’s not just about practice—it’s about perspective. Let them lead sessions. Challenge them to refine best practices. Create opportunities for mentoring and feedback. Tap into their desire to leave a legacy, not just log hours. When reps feel ownership of the activity, when it reflects real challenges they face, and when it’s delivered with respect for their time and experience, the reluctance fades. What’s left is space to grow―and that’s where the good stuff happens.
After all, doctors don’t skip clinical simulations. Athletes don’t skip scrimmage. Why should reps skip one of the best things that directly improves performance?
Conclusion
Training shouldn’t be seen as a remedial exercise—it’s a competitive advantage. Organizations that treat it as an ongoing performance driver, not a checkbox, consistently outperform.⁹ And that shift starts at the top. Sales leaders must set the tone by fostering a culture where training is a privilege, not a punishment.
Elite reps train like elite athletes. The question isn’t whether they’re good enough today—it’s whether they’re ready for tomorrow’s competition.
A case study on reframing role play
A biologics company was preparing for a National Sales Meeting (NSM), with newly combined teams and multiple products to train on. Reps were expected to master messaging, but traditional role play exercises weren’t landing based on prior experiences.
We took this as our starting point, assessing the reps’ environment, their past exposure to similar training formats, and their team dynamics. Instead of repeating the model that wasn’t working, we reframed the NSM training curriculum to address the “why” behind the reluctance. This insight shaped our approach, one that focused on connection, accountability, and motivation to master the messages.
Our approach centered on a competitive, team-based structure. Reps were assigned to teams that stayed consistent throughout the meeting. Each workshop was an opportunity to earn points, creating motivation and peer accountability. This format helps reps feel more connected and less put “on-the-spot,” and it encourages teamwork, interaction, and real-time application of their messaging skills.
Robust prework activities laid the foundation for practice and application at the live event. Activities included strategic competition to address identified skills and knowledge gaps – e.g., teams traveling to different customer stations for messaging practice in an “Amazing Race”-style competition and a “Taboo”-style activity to ensure thorough understanding of the clinical message.
Our client’s feedback:
“Teams were highly engaged and no one shut down during the activities. Everyone got real value.”
“The event was rated an A. It was one of the top 3 training events we’ve ever done.”
By breaking down barriers and reframing the role play approach, everyone was engaged, the reps embraced the struggle, and an attentive leadership team was able to identify areas for further training and improvement.
References:
Alkharashi M. Comparing experiential versus conventional learning on knowledge retention for teaching surgery to medical graduates. Saudi J Ophthalmol. 2020 Dec 28;34(2):107-110.
Kolb DA. Experiential Learning. New Jersy: Prentice Hall, Englewood Cliffs; 1984.
Brown, P. C., Roediger, H. L., & McDaniel, M. A. (2014). Make It Stick: The Science of Successful Learning. Harvard University Press.
Letrud K. A rebuttel of NTL Institute’s learning pyramid. Education Vol. 133;1. 2012.
McKinsey. Experiential learning: What’s missing in most change programs. 2015 https://www.mckinsey.com/capabilities/operations/our-insights/experiential-learning-whats-missing-in-most-change-programs
Quantified AI research; https://www.quantified.ai/blog/statistical-evidence-of-the-value-of-practice-for-pharma-sales/
ZS benchmarking; https://www.zs.com/about/case-studies/enhancing-pharma-sales-rep-training-with-ai
SmartWinnr research on file
McKinsey. For top sales-force performance, treat your reps like customers. 2017.
