Advice You - Business

In the twenty-plus years I have been working in human resources, I have been able to see first hand the mistakes most often made by new and seasoned supervisors, managers, and others who lead employees.

Over time, I have consolidated these common errors into four ma

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

jor mistakes. See if you or someone in your organization is making these mistakes needlessly by reviewing the following list:

1. GIVING FEEDBACK BASED ON PERSONALITY INSTEAD OF BASED ON DATA, BEHAVIOR OR

RESULTS.

Sometimes called the "halo or horns" effect, this

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

Examples of combination products may in

henomenon is seen when a management member tries to turn everyone on the team into a "mini me". Certain his or her personality type or style is the best, this supervisor offers advice, counseling, feedback and even disciplinary action based on style or personality 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.

raits instead of on data, numbers, observed behaviors and other objective criteria.

2. FAILING TO ENSURE SOMEONE'S DIGNITY AT THE BEGINNING, DURING AND AT THE

END OF A ONE-ON-ONE.

The single most important component when giving someone corrective feedback is to e

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

sure that person can walk away with dignity. When two people are in conflict or getting defensive (which is the main theme to most one-on-ones) this becomes increasingly difficult. In an attempt to appear in charge and in control, the supervisor may try to "win" by

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

Combination pro

demeaning the employee with veiled insults, overheard gossip about the employee, or using statements like "everyone agrees with me".

3. NOT ACCEPTING RESPONSIBILITY FOR EVERY RESULT PRODUCED BY THEMSELVES

AND THEIR TEAM.

Note that this mistake says "EVERY RESULT"

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

. This is a very hard shift for many new management members. The new manager is no longer an individual contributor, and is now responsible for every person' s performance. This is a contradiction in the "real world". No one can control or change another. And yet,

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

in management, you are expected to take responsibility for your team's performance, especially when it is lacking (and frankly, to NOT take credit when the performance is good!). The supervisor must determine what isn't working and why and correct that; and when thin

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

gs are working, he/she must continue these processes while ensuring everyone stays challenged, motivated and recognized. Thank God for stock options!

4. NOT LEADING BY EXAMPLE.

Anyone who has had a moody boss knows that the tone of the day was set by this person'

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

mood. To fail to show your "best face" regardless of the circumstances encourages similar behavior in your employees. This supervisor often doesn't see the correlation between his/her example and the team's mimicking behavior. Accusations of being unprofessional w

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

en employees arrive "just a little late", or when they begin to snap at co-workers, often come from this very supervisor. This inevitably leads to a lack of trust and performance that only follows the "just enough to not get fired" standard.

How does someone making

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

Following aspects would a

these mistakes turn these around? By doing just that—turn around or reverse these mistakes and make them positives. Here’s what this would look like:

1. Focus on facts, not personalities.

Before talking with an employee gather the data that supports your concern

dd to the challenges in developing combination products:

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

. If your data doesn’t support your pending constructive feedback, it’s time to consider that you are judging this employee based on your own subjective criteria. This isn’t just a bad management technique, but it could land you in court. In addition, when giving

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

someone a “pat on the back” reinforce this recognition with the data that earned it.

2. Ensure Dignity.

Ensuring another’s dignity is possibly your biggest obligation as a management member. This may be why managers were invented. If someone feels they are being

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

treated unfairly or have been wronged, it is the management member that is looked to as a corrective liaison. Another important factor in this step is to ensure YOUR OWN dignity in every situation. To ensure another’s dignity does not mean you sacrifice your own va

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

ues or objectives. It also does not mean that you ignore your personal life or accept extra responsibility without a future pay-off.

3. Accept Responsibility for Results.

This is still the same advice as with the #3 mistake above. You have got to get your “arms

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

Professional from academic institutions, pharmaceutical industries, health care indust

around” this concept and deal with it. It is unfair and unreasonable, but it is the reality of management. Learning to work with others, especially those that are different from you (or that you don’t like) are the first step. Learning conflict management techniqu

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

s, listening skills and all the other “soft” skills you have no doubt heard about, are the tools needed to accomplish this. Your parents and your school system did not teach you these skills, so it is up to you to learn them and USE them.

4. Demonstrate Your Idea

.

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

of Excellence.

This is a variation of “lead by example”. The difference is that it is about demonstrating YOUR idea of excellence. This means that instead of mimicking your boss or reading about leadership in a book, you decide what a leader does and says and stic

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

Companies that provide selfless information through particip

to that. Aristotle said that excellence is a choice we make every day and is therefore not an outcome, so much as a habit. Expect to make mistakes, but also look to remedy these errors. This is also demonstrating excellence (which is different from being perfect)

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.adviceyou.org.ua/article/20580/adviceyou-The-Four-Biggest-Mistakes-a-Supervisor-Can-Make.html">The Four Biggest Mistakes a Supervisor Can Make</a>

BB link (for phorums):
[url=http://www.adviceyou.org.ua/article/20580/adviceyou-The-Four-Biggest-Mistakes-a-Supervisor-Can-Make.html]The Four Biggest Mistakes a Supervisor Can Make[/url]

Concerned, nervous, panicky, discouraged; any of these terms could be used to describe the feelings of American manufacturing companies when considering their offshore competition. But being competitive involves a LOT more than just cutting prices, and there are actually several areas where U.S. companies can look to compete. Let’s see what those are.

Pioneering sports agent, Mark McCormack, is perhaps best known for his book, What They Don't Teach You At The Harvard Business School. But Best-Selling Author & Management Consultant, Dr. Gary S. Goodman finds another McCormack title, Success Secrets, even more helpful, especially to job seekers and consultants. This book contains a great idea that says if you want a better job or client, try guaranteeing satisfaction. Goodman's article explores the potential of this concept.

It all began when I started asking the audience how many of them would earn 5 million dollars this year. No one would raise their hand.

Tags

Links

Advice You - The Four Biggest Mistakes a Supervisor Can Make

Related Articles: