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Just Other Articles - Minding the Gap: The Importance of Dynamic Direct Training to Closing the Leadership Gap
INTRODUCTION TO THE LEADERSHIP GAP
Emerging leaders in many ways define an organization and its ability to reach its potential. Usually at the direct level and at the junior portions of the leadership pyramid, they possess a relatively narrow sphere of influence and span of control. They do, however, provide the criti
Emerging leaders in many ways define an organization and its ability to reach its potential. Usually at the direct level and at the junior portions of the leadership pyramid, they possess a relatively narrow sphere of influence and span of control. They do, however, provide the criti
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
cal bridge between those who plan and those who implement and execute. They are, to coin an oft-used metaphor, where the rubber meets the road. In many organizations, however, this is the most neglected and misunderstood level of leadership.
This is not to say that organizations promote individuals devoid of talent to
This is not to say that organizations promote individuals devoid of talent to
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
supervisory, management, or leadership roles. On the contrary, most organizations promote their star players with successful track records of job related performance to leadership roles, i.e. the best account executive becomes the sales manager or the most proficient customer service representative in a call center bec
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
omes the supervisor. Unfortunately, the question of leadership potential and competency is often left out of this decision to promote.
Organizational development and training programs can amplify this disconnect. Training programs for emerging leaders often center on company or industry specific requirements but raw l
Organizational development and training programs can amplify this disconnect. Training programs for emerging leaders often center on company or industry specific requirements but raw l
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
adership training is often not on the menu. While this does maintain a certain standard of performance and assist the emerging leader in what is expected of them, such training does not truly empower them to understand the deeper requirements and accountabilities of their new position.
When organizations do address lea
When organizations do address lea
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
dership training, it is often poorly timed and targeted. Some, for example, disregard training for the direct leaders and front line supervisors in favor of the organizational and strategic leaders within an organization. Others provide lecture based static training or training designed for the higher leadership levels
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
to their direct leaders. Still others assume a reactive approach that addresses leadership problems. Regardless of the specifics, these organizations end up with a gap, a Leadership Gap, between the requirements and capabilities of their emerging leaders.
RAMIFICATIONS OF THE LEADERSHIP GAP
This gap becomes the sour
RAMIFICATIONS OF THE LEADERSHIP GAP
This gap becomes the sour
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
ce of many problems within the organization. It is the stone tossed into the organizational pond that creates ripples of adversity that affect the individual emerging leader, their team, and the entire organization as a whole.
Novice leaders end up in the big game without a playbook. Forced to learn by doing, this ess
Novice leaders end up in the big game without a playbook. Forced to learn by doing, this ess
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
ntial component of organizational execution ends up using frontline employees as a testing ground. Mistakes are common and sometimes profound affecting their development, their team’s dynamics, and possibly the relations with customers or strategic partners.
The organization faces an unbalanced leadership distribution
The organization faces an unbalanced leadership distribution
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
within the workforce, whereby, a high percentage of trained mid-high level managers and a low percentage of trained frontline managers. This can cause an echo of uneven organizational performance when successful implementation of senior leadership guidance ends at mid-level management.
The part of the organization wher
The part of the organization wher
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
e faultless, repeatable execution is essential becomes a point of friction. Crisis management requirements creep in as crisis eclipses execution. More and more issues, such as turnover, bad planning, employee complaints, misinterpretation of organizational guidance, create more and more drag on achieving organizational
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
potential.
From a personnel standpoint, the organization creates a self-imposed dependence on specific individuals as opposed to creating a structure where the job responsibility defines expectations with an interchangeable bullpen of able players. Without a this cadre of trained leaders, the organization limits its p
From a personnel standpoint, the organization creates a self-imposed dependence on specific individuals as opposed to creating a structure where the job responsibility defines expectations with an interchangeable bullpen of able players. Without a this cadre of trained leaders, the organization limits its p
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
ol of candidates from which to fill holes in times of crisis or to promote into positions that become available from natural turnover This reduced leader bench strength within the organization hamstrings efforts to maintain continuity and sustainability of quality in business operations.
CLOSING THE LEADERSHIP GAP
Over
CLOSING THE LEADERSHIP GAP
Over
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
all, the solution is simple. The Leadership Gap is, after all, a training gap. It is a chasm between what emerging leaders need to do and the capabilities of these leaders to meet these requirements. Only through timely and effective training can an organization create leaders from employees. While this might seem si
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
mple, addressing this organizational development need that is both timely and effective is much more difficult that putting emerging leaders in a classroom and praying.
First and foremost, timing is everything. Leadership is like any skill. The longer you practice bad habits, the harder they are to break and the more
First and foremost, timing is everything. Leadership is like any skill. The longer you practice bad habits, the harder they are to break and the more
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
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
trouble they can cause. Organizations must, therefore, make every effort possible to provide training at the correct intervention point to truly transform the emerging leader and build the right habits demanded of a leader. For the emerging leader, this intervention point is early in the leadership development lifecycl
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
.
Secondly, organizations need to ensure that training is properly targeted. The requirements placed on emerging leaders typically mirror their narrow focus and span of control. Their challenges lay in the translation of organizational guidance into their small, but crucial part of the world. Training must, therefore
Secondly, organizations need to ensure that training is properly targeted. The requirements placed on emerging leaders typically mirror their narrow focus and span of control. Their challenges lay in the translation of organizational guidance into their small, but crucial part of the world. Training must, therefore
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
, provide the skills, from coaching to problem solving, to deal with this small group.
Thirdly, organizations must ensure that they are truly providing training and not merely providing education. The learning process becomes training when an active component in which experience couples with knowledge to empower studen
Thirdly, organizations must ensure that they are truly providing training and not merely providing education. The learning process becomes training when an active component in which experience couples with knowledge to empower studen
.
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
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
ts for the next level of involvement. From the scrimmage to the flight simulator, activities that replicate real world challenges provide a safe environment to try, fail and learn.
Finally, leaders due not operate in a vacuum. They have supporters who follow their lead and add value to the team through their efforts a
Finally, leaders due not operate in a vacuum. They have supporters who follow their lead and add value to the team through their efforts a
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
nd input. Many leaders, however, never experience this follower role in the context of leadership. Training must, therefore, remind the novice leaders of what it is like to be led and train them in the art of active followership, so they can coach and motivate their teams.
© Copyright Douglas Katz and LEADINGSCHOOL LL
© Copyright Douglas Katz and LEADINGSCHOOL LL
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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