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Helping people realize their potential as leaders means clearing a path for them to grow, but it also means identifying what they need to work on in the current job. This is where leadership gets very personal. There's no substitute for ongoing face-to-face dialogue with people about w

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

hat's going well and what isn't. You can't let fear of their response undermine your know-how in helping leaders grow and improve.

Stuart, the CEO of a global manufacturing and services company, found a simple way to save Kate, who had the potential to be a great CFO but was having tr

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

ouble adapting to the company's Midwestern culture. Kate was hired for her tremendous talent in finance, and she made contributions in her first year by surfacing important issues and having the tenacity to keep them on the table. But others on the executive team complained regularly t

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

hat she was too gruff with her peers and too intimidating to the people below her. She just didn't seem to fit in. Stuart recognized the talent and contribution and decided to be frank with her about what she had to change. He even got her a coach, but he was careful in choosing one. H

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

e didn't want Kate to lose her edge; he wanted her to continue to raise tough issues and set a high standard, just to do so more constructively. Her coach was frank about what was at stake and made some specific suggestions. One of them was to emphasize the positives as well as the neg

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

atives in her subordinates' presentations. Instead of cutting people down in front others, signal what was good, then make specific suggestions about what to improve. And stop using four-letter words -- that was an absolute. Within a couple of weeks, people noticed the difference. The

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

company retained a high-caliber individual, and Kate herself is working hard to improve with encouragement from her colleagues, who see the change in behavior.

The 360 evaluations many companies use can be helpful, but you have to be thoughtful about how you use them. Don't try to cov

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

er everything; zero in on one or two things the person has to work on. For one leader, the 360 showed a low rating (less than 3 on a 5-point scale) in every item having to do with peer relationships. He was one of four internal candidates to succeed the CEO, and the low rating puzzled

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

his boss. The CEO knew him to be a great performer who regularly delivered 70 percent of company profits, and he was a born learner who stayed at the top of his game. He was also a good conceptualizer. But obviously there was something going on when it came to working with colleagues.

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

By persistently digging and asking pointed questions, his boss got to the nub of the problem. When he respected the other person, the guy was great. When he didn't, his disdain was very visible. This type of behavior was keeping him from reaching his potential. The CEO brought this pat

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

tern to the leader's attention, and he instantly agreed that it was true and promised to try to curb that behavior. This kind of reflection, whether you do it on your own or with the help of a mentor or coach, improves your judgment and is essential to mastering each of the know-hows.

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

Confront Behaviors That Harm the Team's Effectiveness

Leaders often avoid conflict, hoping that a problem with one of their direct reports' behavior will somehow resolve itself. They seldom do. When I observed George he was two years into his tenure as CEO of a company in a fast-pace

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

d industry heavily dependent upon technology. He was having a lot of trouble molding his team of direct reports. He was searching for a new CFO after firing the previous one for failure to comply with Sarbanes-Oxley and his HR director was new. But his real problem lay with his vice pr

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

esident of sales, who had been with the company just six months.

Doug, the vice president of sales, had come with great credentials and very positive reference checks. But none of his references had talked about his tendency to throw temper tantrums at high-level meetings, lecturing h

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

is peers about what he perceived as their many failings. They also hadn't mentioned his lack of analytical abilities. Already the director of R&D had warned George that he and his team were tired of Doug's abuse and simply couldn't work with him. With a new product on target to launch

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

in just six months, R&D desperately needed strong input from sales but couldn't get Doug to cooperate. And after the company had missed its sales targets for three consecutive months, the only explanation George could get out of Doug was that "external factors" were to blame. Doug's pr

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

esentation to the board the month before had been very slick, but when it was over George still couldn't pinpoint the cause and effect of the missed sales targets. He was afraid that he might be in for a hard time from some of the directors at the next board meeting.

George had resolv

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

ed more than once to bring Doug to task for these problems, but each time the two met in George's office he had decided to back off, instead urging Doug to get a coach or take other steps to improve his relationships with other departments and to look more deeply into the sales misses.

.

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

Doug readily agreed, but nothing ever happened as a result of those meetings. George's dilemma -- either to confront Doug or to simply fire him -- is a common one for leaders who are uncomfortable with conflict. The hard truth is that if you want to mold a team of leaders you must hav

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

e the inner courage when an individual's behavior is destroying the team to confront that person head on and say it isn't acceptable and has to change.

Copyright © 2007 by Ram Charan from the book Know-How Published by Crown Business; January 2007;$27.50US/$36.50CAN; 978-0-307-34151-8

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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Many small business owners make an attempt to create their own layouts for their initial trade show display. This makes perfect sense because most small business owners are used to doing everything themselves and like the idea of saving a buck when possible.

Many of the available jobs in the market are not published by the companies. This is the perfect opportunity to make a spontaneous application. Don't know what it is?

Stories of the nastiest jobs that students have ever taken to pay the bills. What is the worst job you have had?

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