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    Oftentimes leaders say they are eager for opinions about their performance. In many cases, they honestly do want it. Some say they are open to feedback, but their behavior says otherwise. People in leadership roles can find it challengi
    According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
    ng to go about getting honest feedback concerning their job performance. Many executives hire coaches and consultants like me to collect feedback anonymously from people who otherwise would be uncomfortable offering opinions. We, as neu
    ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

    Examples of combination products may in
    ral parties, can report what we learn without fear of reprisal.

    Jerry, the deputy director of a large non-profit organization, told me that he is confident in his talent as a leader and is committed to improving his skill. During our f
    lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

    rst session, we decided to do a 360 assessment to step up his growth. We used an on-line survey tool to gather feedback from his boss, his peers, direct reporters, and his customers. Jerry was excited about the process and eager to hear
    here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
    what people had to say.

    The feedback turned out not to be what Jerry expected; in fact, he did not like the results. Jerry assessed his leadership skills quite differently than the survey responders did. While he saw himself as open to
    d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

    Combination pro
    other people's ideas, the responders reported him to be autocratic and controlling. What Jerry saw as honesty and commitment to the growth of his staff and the organization came across to the feedback providers as arrogance and a tende
    ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
    cy to be overly critical.

    This assessment gave Jerry a significant growth opportunity, but, like many people who dislike the responses to their requests for comment, Jerry discounted the survey results. He told himself that the respond
    easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
    rs misunderstood the instrument, that they saw him inaccurately and that the results did not reflect his true leadership persona. He blocked his opportunity for growth by rationalizing away the unexpectedly negative feedback.

    Receiving
    nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
    feedback, especially negative feedback that clashes with our self-perceptions, can be difficult. Frequently I hear leaders say they want honest feedback then see them react badly when they get it. Their negative reactions shut down the
    and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
    communications channels, thereby eliminating opportunities for future input. Some organizational cultures demonstrate such aversion to feedback regarding leaders that employees fear negative repercussions to frank expression of opinion,
    ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
    even when their responses are supposedly confidential. This type of feedback-adverse culture inhibits leaders' and organizations' progress and success.

    Fortunately, Jerry spent some time thinking objectively about the information our s
    ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

    Following aspects would a
    rvey produced. He worked through his initial response, moved beyond his bias and carefully evaluated the feedback. He learned to acknowledge it as constructive criticism even though he did not like it, and to recognize the growth opport
    dd to the challenges in developing combination products:

    Which markets to tap where the combination products can do fairly well?
    Which combination prod
    nity it presented.

    As Jerry opened himself up to hearing what others had to say about his job performance, he found ways to behave differently. Most importantly, his newfound understanding of his own reaction to the 360 process showed
    cts are meaningful and rational?
    Which therapeutic categories to select?
    Which Combinations can address unmet needs of the patients?
    Do combin
    him how he had reacted similarly when people presented ideas that did not fit his way of doing things. Jerry realized that his behavior had created an environment that not only discouraged the honesty he claimed to want, but that in fac
    tions increase the patient compliance?
    What would be the developing cost?
    How to tackle the risks encountered during combination product developmen
    punished people whose methods clashed with his own.

    Honest feedback provides leaders with valuable opportunities to grow. The more open we are to frank comment, the more quickly we grow. Remember, though, that not all feedback is nece
    t?

    As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
    sarily valid. I tell clients it is like cooked spaghetti thrown against a wall: some strands stick and some do not. Take what constructive criticism is valuable for you and leave the rest behind, but be careful not to discard anything b
    ping new procedures for reviewing their safety, efficacy and quality.

    Professional from academic institutions, pharmaceutical industries, health care indust
    fore you take time to consider it. If you react strongly against a piece of feedback, think carefully about that piece. It may have touched a nerve.

    • Are you eager to hear honest feedback?
    • Do you communicate this desire to the
    y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
    people around you?
    • Are you open to the constructive feedback you receive?
    • Do you become defensive when you hear honest feedback? Be honest with yourself.
    • What changes will make it easier for you to hear feedback
    .

    As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de

    • Does your organizational culture encourage and reward honest feedback?
    • Does your organizational culture make honesty difficult?
    • What changes will make it easier for the people in your organization provide honest
    elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

    Companies that provide selfless information through particip
    feedback?

    Feedback is a gift you receive from the provider. Negative feedback rarely is easy to give, so even if you do not like what you hear, be sure to appreciate the giver's honesty and to thank the person for being honest with you


    tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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