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.
Over the past year, the pace of change in the life sciences industry has accelerated more than ever before, and 2017 shows no sign of slowing. From the shift to outcomes-based care and the rapid influx of new health technologies to growing pressure on cost controls and the ever-changing world of healthcare regulations, this year will bring even more change and uncertainty.
All of us want to perform at a higher level than we are currently at. However, we let daily distractions, fear of trying something new, the fear of making a mistake, and unsolicited feedback from others get in the way of our efforts to “get great.” We put ourselves in a “stuck-in-the-mud” position and lose sight of what we should do first.
It’s no secret that all good performance starts with clear goals — and the beginning of the year is a great time to set those goals. But how many of you take the time to create clear, motivating goals with your staff?
Machiavelli is known as the high priest of sleaze. His big idea was supposedly that the ends justify the means — and any means are OK. But ask yourself a question. Would we even know Machiavelli’s name today if all he said was you can get ahead by being sleazy?
Finally we have realized you can’t manage people, you can only manage things. Behaviors are manageable, and people certainly are not, so we need to stop trying to manage people. We must start to learn skills to coach people to success.
The millennial generation (Generation Y, ages 19-39) has been stereotyped as narcissistic, selfie-obsessed, self-promoters. But they are the largest, most diverse demographic cohort in American history, and their potential to make myriad unimagined strides in our country’s progress can’t be understated.
In a nutshell, the Three-Box Solution describes the framework for managing a business’s responsibility to take action in three time horizons at once: executing the present core business at peak efficiency (Box 1); taking steps to avoid the inhibiting traps of past success (Box 2); and innovating a future built on nonlinear ideas (Box 3). Leaders must understand the distinctive skills each box requires, how the boxes interrelate, and what it takes to balance them.
Your team looks to you for more than just leadership related to getting the job done. How you treat yourself, how you communicate with others, and the actions you take influence everyone around you. That means you have the opportunity to positively influence the health and well-being of your team. That’s good for you, your team, and your company.
Leadership potential is everywhere. And yet, organizations report they have major concerns about the lack of leadership bench strength. Why is this? It’s definitely not because there aren’t enough people capable of leading. In fact, our global research shows that only one person in a million lacks the skills to lead.
Organizations everywhere aspire to create a pipeline of persuasive leaders who will help drive their business to the next level. Cultivating this kind of talent presents challenges — even more so when you need leaders who can steer the organization through uncharted waters and help it adapt to change. Within the life sciences sector, regulation brings a host of additional roadblocks; leaders have to be better equipped than ever to overcome the challenges.
There’s no question that today’s leaders are facing increasing demands on their time, attention, and resources as well as rising pressure levels in which to perform.
"Is cutting corners and hoping to not get caught simply the cost of doing business today?” This question came from one of our participants during a strategic leadership program. Simply put, absolutely not! While the news is filled with ethical lapses and corporate scandals, acting ethically and with integrity provides greater profitability to the corporation.
Over 1.5 billion people are on Facebook, 400 million on LinkedIn, and 300 million on Twitter. While the world is becoming more social, top executives haven’t seemed to join the bandwagon. According to a study conducted by CEO.com in 2014, more than 68 percent of CEOs still have no social presence on the five social networks.
They thought he had lost his mind. The business was teetering on the brink of bankruptcy, but the CEO had latched onto a decidedly nonstrategic topic: workplace safety. No one could possibly say it was unimportant, but concerned investors wanted to hear details about markets, revenues, and profit.