Developing Leadership Effectiveness

Developing Leadership Effectiveness

Pharmaceutical, Bio-Sciences & Healthcare Industries

www.primeast.com T:+44 (0) 1423 531083 (EMEA) | + 1 609 6428821 (USA)

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Industry Overview

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CONTENTS

Identifying the Challenges

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The Resulting Challenges for Leadership

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Emerging Learning and Development Needs

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A Framework for Developing Leadership Effectiveness 12

A Framework for Leadership Alignment

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Creative Enterprise Leadership Development

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Performance Matters People Count

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About Primeast

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How We Work

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Approaching Development Differently

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Introducing Some of Our Team

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Contact Details

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The challenges are bigger than ever, but the future of pharma looks promising…the pharmaceutical industry will reinvent itself and will play a significant role in improving the health of billions of people around the world. “ “

Naheed Kurji, Forbes Technology Council, 2019

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The pharmaceutical, bio-sciences and healthcare industries have never been without challenge. In a fast-moving world, the industry landscape continues to evolve, with growing demand for more complex products, shifting corporate structures, market fragmentation and consolidation, and changing legal, compliance and regulatory environments. As a result, organisations are experiencing an unprecedented need for highly skilled, creative and resilient leaders at all levels of the organisation. Deep technical skills alone will not prepare individuals to be able to thrive and grow within an organisation. Nor will they equip individuals for the challenges they will continue to face in the future, both internally and externally to their organisations. Research states that improved leadership effectiveness has a direct impact on organisational performance (Full Circle Group, 2016). This represents a challenge for recruitment, and a development challenge for existing teams and individuals. There is a need for a considered, progressive and collective approach to bridge this gap. This report examines the requirement for improved enterprise and creative leadership competencies that will build the collective leadership effectiveness needed to enable organisations to thrive in a challenging business environment.

INDUSTRY OVERVIEW

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VOLATILITY

UNPREDICTABILITY

COMPLEXITY

AMBIGUITY

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MACRO ENVIRONMENT

▪ Globalisation leading to increased mobility and cultural complexity

▪ Increasing need to balance agile response to global health crises, whilst maintaining a focus on ‘business as usual’ ▪ Legal, regulatory and compliance restrictions leading to greater reliance on big data management

▪ Technology adoption impacting on processes and people

▪ Changing economic landscape as markets adjust to the consequences of Brexit and international economic conditions

IDENTIFYING THE CHALLENGES

MICROENVIRONMENT

▪ Patent ‘cliffs’ leading to genericised trademarks

▪ Mergers & acquisitions due to market fragmentation and consolidation

▪ Pioneer Therapies – with the launch of next generation biologic therapies, cutting edge science needs to meet commercial reality ▪ Pressure on research and development costs as clinical development evolves, with a focus on speciality products in closely defined patient populations ▪ Offshoring, outsourcing and partnerships resulting in a shift of organisational and operational structures

▪ Complex stakeholder networks requiring skilled management

▪ Growing influence of patient voice

▪ Multi-generational, multi-locational, multi-discipline teams

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Motivation comes from working on things we care about. It also comes from working with people we care about. “ “

Sheryl Sandberg

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▪ Recruiting and developing resilient individuals and teams who are empowered to perform at their best in challenging situations ▪ Managing complex and matrixed groups or teams effectively to achieve the desired outcomes ▪ Managing and leading on complex projects efficiently, within the context of multifarious processes, with agility, creativity and a critical perspective on performance

THE RESULTING CHALLENGES FOR LEADERSHIP

▪ Managing culture and change in complex environments

▪ Ensuring alignment of personal values and purpose with organisational goals, purpose and vision ▪ Developing a culture of resilience and wellbeing where individuals and teams can thrive

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COMMON LIMITING CHARACTERISTICS IN LEADERS

Factor (most limiting first) Limiting Characteristics

Ineffective interaction style

Off-putting verbal and non-verbal communication style.

Not a team player

Operates independently and makes decisions in isolation without considering wider interests.

Team not well developed

Does not provide development opportunities. Does not clearly define roles and responsibilities.

Drives others too hard and sets unrealistic expectations. Is unforgiving and harsh when expectations are not met.

Over-demanding

Micromanages

Does not trust others to get the job done or empower people to make decisions and resolve issues.

Team not held accountable

Teams are not held accountable for quality results and struggle to execute against strategy.

Inattentive, poor listener

Does not listen to others’ ideas, especially if they do not match their own.

Too self-centric or narrow minded

Puts personal agenda and gain ahead of the team. Boasts and takes credit for others’ work.

Impatient

Rushes through rather than giving others time for understanding and informed decision making.

Too detailed or tactically focused

Dives too far into the details. Too tactical, with short-term focus.

Impulsive decision maker

Passes judgement too quickly and jumps to solutions without all the facts or others’ views.

Doesn’t articulate a vision

Does not translate vision into meaningful objectives for team and organisation.

From: Anderson, R J and Adams W A. (2019) Scaling Leadership. Wiley & Sons

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The scale of these challenges requires a considered and progressive approach, using evidence-based tools and methods, and taking into account the whole-person, adult development perspective. Competencies must be developed around the following key leadership effectiveness dimensions:

EMERGING LEADERSHIP DEVELOPMENT NEEDS

Management of self and others through enhanced emotional intelligence

Higher level critical thinking in support of a dynamic and agile leadership approach

Creative and enterprise leadership competencies to foster innovation, manage challenge, build excellence in teamwork and deliver outstanding performance

Resilience in leadership resulting in continuing personal development and ongoing, long-term leadership effectiveness.

The awareness and understanding of strengths in teams and individuals, and how to optimise these for personal and professional success

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A FRAMEWORK FOR DEVELOPING LEADERSHIP EFFECTIVENESS Leaders must be able to navigate an increasingly complex business environment with greater agility and resilience. To do this they need to create environments of autonomy, intrinsic motivation and engagement, where each and every individual is empowered to make a valuable contribution towards collective success. Leadership development, in regulated environments, can be focused around six core areas: purpose, vision, planning, networking, decision-making and influencing

PrimeFocus ™

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LEADERSHIP CAPABILITIES TO MEET THE CHALLENGE

Vision A clear vision must be articulated to excite and energise your team. It must be compelling and help people better understand how their

Purpose A clear sense of purpose is fundamental to personal and organisational success and should be defined at an individual, team, functional and organisational level. Networking Stakeholder networks can be increasingly complex but are critical in developing cohesive community and culture. All individuals must therefore be sensitive to communicating and managing stakeholder relationships effectively.

Influencing Effective leaders display positive behaviours that build trust, openness and fairness. As a result, individuals and teams are aligned to achieve the organisation’s vision.

jobs contribute to shared goals and objectives.

Decision-making An enterprise mindset results in improved, strategic decision making which takes into account all stakeholder interests on a personal and organisational level.

Change Effective leaders

facilitate lasting change across the organisation. They build high performing teams who are ‘change ready’.

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Identify robust solutions to address challenges and opportunities

Appraise evidence and draw justified conclusions, recognising unstated assumptions and values, and identifying strategic outputs

CREATIVE ENTERPRISE LEADERSHIP DEVELOPMENT Investing in creative enterprise leadership development will affect greater collective leadership effectiveness. This has been proven to have a direct impact on performance in both the short and long-term. Primeast design customised solutions and tools to achieve the following outcomes

Communicate with accuracy, clarity, consideration and influence

Prepared to challenge established thinking, and apply a growth and enterprise mindset to foster creativity and innovation

Nurture relationships built on trust and integrity with all stakeholder groups

Build an environment of psychological safety underpinned by a culture of learning, curiosity and fallibility

Develop the emotional intelligence to be able to lead self and others effectively

Lead with agility, authenticity and systems awareness, mobilising teams and individuals to achieve their best performance

Create a culture of personal and professional success with cultural and structural alignment to achieve the organisation’s goals

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Primeast has been operating for over 30 years, serving clients in the field of leadership development globally across a range of sectors including the pharmaceutical, bio-sciences and healthcare industries. We have a proven track record in delivering significant impact and tangible results. As trusted partners, we work with organisations to develop leadership effectiveness, yielding exciting results: high-performing teams that work efficiently, cohesively and dynamically to overcome project restrictions in order to deliver faster and better with profound cost savings. Our background in experiential learning has informed our approach, which focuses on the application of learning to the specific organisational and sector challenges that individuals and teams face. As a consequence, clients report embedded behaviour change and long-term return on investment.

ABOUT PRIMEAST

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Primeast work with you, collaboratively, to help you meet the challenges of an unpredictable world where metrics matter and people are the drivers of organisational growth. Primeast provides an end-to end process, designing customised solutions to support leadership development needs at all levels, from graduates and first-line managers to senior leadership executives. Accredited in a range of leadership tools and development methods, our consultants are industry-experienced and highly skilled at supporting teams and individuals, applying a proven toolkit in a flexible way.

PERFORMANCE MATTERS PEOPLE COUNT

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When training focuses on function and delivery in isolation, it becomes transactional, and typically results in a return to default behaviours.

HOW WE WORK

Our approach is rooted in experiential development and the application of learning back in the workplace. Our facilitators understand the specific organisational challenges of our clients, and proactively manage the learning experience to ensure participants apply their learning directly.

As a result, participants and clients report long-term impact, genuine behaviour change and significant, measurable outcomes.

From the outset, we listen, engage and align ourselves with your organisation, so that we are able to actively manage the learning transfer at the point of delivery. Our associates and consultants are highly skilled, industry experienced and accredited in a range of evidence-based leadership development tools and methods.

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• We have a proven track record of working in partnership with our HR sponsors, championing their vision and being a trusted extension of their team to design and deliver • We customize every program to the company, to the developmental needs uncovered in skill gap assessment and to the individual learning cohort • We take pride in making learning sticky, resulting in changed behaviors • We focus on understanding the business model and culture of the organization so learning supports the strategic priorities • We strive to look at learning differently so we can align with learning preferences of all generations • We create wholistic learning journeys, supported by experiential activities and learning resources

OUR APPROACH

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Michael Bieder (Switzerland) – Michael has worked for over 20 years at an international level in the corporate world. His experience includes working with and leading global cross-functional and culturally diverse teams in the logistics, supply chain and pharmaceutical industry. Martin Carver (UK) – A Primeast Partner, Martin delivers globally across the pharmaceutical, healthcare, oil and gas industries, specialising in leadership resilience and adult development. He is a co-active coach, and passionate about facilitating transformational and values-based leadership programmes. Joy Medos (Austria) – In an organisation of over 60,000 employees, Joy was the only woman in 100 years of company history to both go from entry level to CEO, and become one of the Top 100 employees, in less than 6 years. Joy’s coaching style is described by clients as engaging, powerful, challenging and insightful. Russell Evans (UK) – A Primeast Partner, Russell works globally with clients across a range of scientific and technical sectors, especially in highly matrixed and highly regulated environments. Brendan Geary (US) – Brendan is a certified Leadership Circle coach and practitioner, experienced at supporting high pace change with senior leaders. Denise Chong (UK) – Denise is a highly experienced HR professional with over 25 years’ experience in complex, highly matrixed organisations. She has worked with global pharmaceutical organisations as a trusted coach and consultant.

INTRODUCING SOME OF OUR TEAM

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Gerry Gomez (Spain) – Experienced in international facilitation and coaching, as a co-active and accredited coach, Gerry is passionate about the integral transformation of leaders, teams and organisations. Antonella Costanzelli (UK/Italy) – As an executive coach and change management consultant, Antonella has 10 years’ experience spanning the oil, gas and utilities, automotive, pharmaceutical and consumer goods sectors. Judith Evans (UK) – Judith is an inspiring leadership facilitator and Barrett Values Coach, and has worked internationally across a range of industries, especially pharmaceutical and healthcare. Sting Lu (Australia/China) – Sting is a previous HR Director of AstraZeneca China. He was the Head of AZ Business Institute and Business Partner for R&D of AZ. His major areas of expertise include leadership development and coaching, talent management, competency-based HR Management, organisation effectiveness, individual career development consultation and succession management.

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PRIMEAST GLOBAL HEADQUARTERS 5 Greengate, Cardale Park, Harrogate, HG3 1GY United Kingdom Tel: +44 (0) 1423 531083

CONTACT DETAILS

For a fresh approach to leadership development that works and helps you meet the challenges you face, speak to one of our team

Email: sarah.morgan@primeast.com - UK

michael.bieder@primeast.com - Switzerland

PRIMEAST NORTH AMERICA 1600 Perrineville Road, Monroe Township, NJ 08831, United States Tel: +1 609 6428821

Email: beth.williams@primeast.com

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www.primeast.com T:+44 (0) 1423 531083 (EMEA) | + 1 609 6428821 (USA)

www.primeast.com T:+44 (0) 1423 531083 (EMEA) | + 1 609 6428821 (USA)