Just Other Articles

"The management of self is critical. Without it, leaders may do more harm than good. Like incompetent physicians, incompetent managers make people sicker and less vital." — Warren Bennis and Burt Nanus, Leaders (in a chapter entitled "Leading Others, Managing Yourself"

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

)

Too many managers who aspire to lead and develop others haven't learned how to lead and develop themselves. They are trying to build organizations or provide services that are different than they are. These well-intentioned managers are trying to improve their teams

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

Examples of combination products may in

or organizations without improving themselves. Many seem to be living along the lines of Mark Twain's observation, "Nothing so needs reforming as other people's habits."

Here are some examples of these all too common disconnects between organization and personal perf

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

rmance:

• Pessimistic managers push their companies to be market and industry leaders while blaming external factors like the economy for their poor performance.

• Managers with stunted personal growth set strategies to build a "Learning Organization."

• Managers pr

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

oduce team and organization vision, values, and mission statements without having clarified and aligned their own personal preferred future, principles, and purpose.

• A major program to improve customer service is initiated by managers who boss, direct, and control r

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

Combination pro

ther than serve their organization's servers.

• Managers with weak levels of continuous personal improvement implement change and improvement programs — for others.

• Strict Technomanagers (bureaucratic or technical experts) oversee rigid systems and processes while

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

trying to encourage risk taking and innovation.

• Management groups comprised of turf protecting departmental managers, fighting like three kids in the back seat on a long hot drive, try to get others to build stronger teams.

• Disorganized managers with poor time ma

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

agement habits are setting goals, priorities, and disciplined processes for everyone else.

• Although they have no personal improvement plan, process, or habits, managers develop extensive organization transformation and improvement plans.

• While avoiding (and shoot

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

ing messengers of) personal feedback, managers construct extensive performance appraisal systems and talk about the importance of accountability — for everyone else.

A Team or Organization Can't Rise Above the Level of Its Leadership

"Organizational change begins wit

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

leaders who walk the talk by transforming themselves." — Stratford Sherman, "Leaders Learn to Heed the Voice Within", Fortune

It just doesn't work. We can't build a team or organization that's different from us. We can't make them into something we're not. But I've w

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

atched countless managers and management teams try. There are two major reasons that this disconnected approach doesn't work. First, unless you're a superb actor, you can't be a split personality and teach or lead others to do something that's out of basic alignment wi

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

Following aspects would a

th your own habits, skills, and characteristics.

Second, everyone's "phoniness radar" or "BS meters" are getting ever more sensitive (from overuse). We're getting fed up with sanctimonious church leaders charged with sexual abuse, fat doctors telling us to get into sh

dd to the challenges in developing combination products:

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

pe, politicians giving retractable promises to get elected, executives drawing big salaries and bonuses while their company's financial value declines, municipal transit managers who don't take their own buses to work, training and consulting companies who don't practi

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

ce what they teach, and the like.

I once wrote a scathing note (which was never answered) and quit a speakers' association because I kept hearing "the old pros" telling people who wanted to get on speaking platforms and tell others how to be successful to "fake 'til y

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

u make it." (The personal and organization improvement field has its share of aspiring speakers and consultants who don't practice what they preach). One of those speakers also asked me to provide a jacket quote endorsement for a "motivational book" he bragged he'd wri

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

tten "on a six hour airplane flight." And that's about how much research and thought the warmed-over platitudes, old jokes, and generalities he'd pieced together obviously had. I declined his invitation.

We loathe phoniness and crave genuineness in our leaders. If I a

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

Professional from academic institutions, pharmaceutical industries, health care indust

pire to be a leader, the authenticity (being the real thing) that stems from aligning who I am with where I am trying to take my team or organization will inspire trust, cooperation, and forgiveness in the people who'll help take me there. Nobody expects us to be the p

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

erfect role model. But they do expect to see a close connection between who we are and the direction we're pointing the team or organization toward.

Or they at least need to see that we recognize our shortcomings and we are working hard to improve ourselves so we can

.

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

lose the organization-personal performance gap. Otherwise they'll shrug off all our team and organization improvement rhetoric and planning with a sense that this is just Kidney Stone Management — it will hurt for awhile, but this too shall pass. "Watch out, he/she has

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

Companies that provide selfless information through particip

been off to another seminar (or read another book). If we lay low long enough, he/she will move on to the next fad".

Successful team or organization leadership begins with successful self-leadership. The first step in improving my team or organization is improving me

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

HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.justotherarticles.org.ua/article/45788/justotherarticles-You-Cant-Build-a-Team-or-Organization-Different-from-You.html">You Can't Build a Team or Organization Different from You</a>

BB link (for phorums):
[url=http://www.justotherarticles.org.ua/article/45788/justotherarticles-You-Cant-Build-a-Team-or-Organization-Different-from-You.html]You Can't Build a Team or Organization Different from You[/url]

You should take a week to evaluate your Yellow Page program. Spend a few hours each day carefully giving it some thought. But do you know where to start and where to end? If not, you've come to the right place. Here's today's assignment.

Are you trying to build your list with someone else's products? You can do that, but it's so much easier when you create your own product and viralize your own work to bring back the most business to your account. Let's talk about the way you bring traffic to your account and what that traffic does.

Project Head Start has been successful not only for the youthful students, but for the teachers, supporting staff, and families as well. My first job while still in college was as a Teacher's Assistant during the summer of 1968. Years later I was a Mental Health Consultant with Head Start in the US Virgin Islands. Although a bit bias, I have nothing but respect for Project Head Start and their teachings.

Tags

Links

Just Other Articles - You Can't Build a Team or Organization Different from You

Related Articles: