Leadership Lessons is a monthly column from executives and thought leaders regarding best practices they use at their organizations to develop managers and leaders at all levels of the organization.
Many leaders are increasingly facing the threat of their core business being encroached upon by upstarts outside of their industry. So, what differentiates the top innovative companies from those in the middle?
To help identify why someone might say no to your requests, you can refer to the acronym GREAT. GREAT outlines the five most common reasons why someone might say no to your request and helps you strategize how to get to yes.
How do you create a high performing, resilient organization in times of stress and uncertainty? By developing your own internal capacity following the principles of “conscious leadership,” one of the four key tenets of “conscious capitalism.”
History teaches us that disruptive change is bad news for even the best run incumbents. How can executives confront the dilemmas of disruption?
Your attention is your most valuable asset. Here’s how you can spend it wisely.
The fate of your business rests largely on the willingness of individuals to choose to invest their best discretionary effort in your company’s cause — to dig deep for innovative ideas, to imagine solutions outside any box, to perceive subtle shifts and faint signals.
“Superbosses” are known in their industries not merely for their innovation and financial success, but for spawning a generation of leaders.
Bigger might not be better when it comes to getting access to more diverse perspectives.
For 30 years I have been researching midsized, little-known global market leaders. I often observe five common traits in these leaders.
A big part of the innovation challenge for large pharma companies is that while researchers are very good at technical innovation, the business end is not.
It’s easy to say we value different perspectives. It is quite another thing to really mean it, especially when it comes to views that feel dangerous, unscientific, and just plain wrong.
Here’s what employers concerned about healthcare, and for that matter, productivity and employee retention, need to do.
For life science leaders who manage diverse teams, with members spanning geographic, disciplinary, and even organization boundaries, here are some powerful leadership practices that help improve innovation.
The next evolution of leadership may be navigating paradox, which means learning to adapt rather than managing paradox which finds a solution.
The career path of Orchard Therapeutics’ CEO Mark Rothera provides insight into how the executive came to be a champion of rare disease drug development.
Mark Rothera spent the majority of his career working for U.S.-based biopharmas. So, when he had the opportunity to work in his home country and preferred therapeutic area, he pursued it relentlessly.
You might know Richard Pops is one of the longest tenured CEOs in biopharma, but here are six things perhaps you didn’t know about the chairman of Alkermes.
Rob Wright provides insight into the categories and shared attributes of superbosses, as derived from 10 years of research and more than 200 interviews by Sydney Finkelstein, #23 on the Thinker50 2017 rankings.
Rob Wright discusses the difference between collaboration and teamwork, and what companies and leaders should be focusing on.
