Focus - Summer 2012 - 34

LEADERSHIP/MANAGEMENTDEVELOPMENT

Leadership Secrets from Pharma Legends
I By Steven Rauschkolb s trainers, we are on the front line of leadership every day. So why is leadership such an important issue for the training department? Perhaps the best source to answer these questions is those who have successfully led at the highest levels within our industry. I recently had the opportunity to discuss how learning and development professionals can more e ectively lead with several current and retired industry senior leaders. ey all agreed that trainers must rst and foremost be leaders. Carrie Cox, CEO of Humacyte and former president of Global Pharmaceuticals for Schering-Plough and president of the Global Prescription Business at Pharmacia said, “Learning and development leaders should strive to exhibit the same kinds of leadership behaviors we need to see amongst the groups they are training.” She also said, “In today's world, learning the company knowledge, policies and practices is essential, but not enough. To provide value to the organization, trainers must also possess good business judgment, plus a connection and sensitivity to the larger external environment.” In essence, combining clinical knowledge with business acumen is critical for trainers to be e ective leaders. As former president of Key Pharmaceuticals and vice chairman at KOS Pharmaceuticals, Bob Baldini was adamant when he remarked, “ e training department sets the tone for the entire organization, including ex-

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pectations on how the organization conducts their business, and how people should behave and represent the company. It’s the training department, along with the person’s manager that reinforces what our companies expect. rough their personal leadership, trainers must model and emphasize that integrity and consistently delivering a compliant message with fair balance is non-negotiable.” He also said, “Sometimes the trainer’s role requires them to demonstrate both leadership and managerial courage by making the tough decision to hold someone back if they are not ready to assume their role. is means weeding out individuals who do not share the values of the company or industry early in the training process. In the long run that strengthens the company and industry.” Wayne Anderson, former president and CEO of Ferring Pharmaceuticals asserted, “ e training department is an extension of the company’s leadership team. One of their most important leadership tasks is to reinforce alignment with the vision and culture of the organization.” As a former trainer himself, Everett Cunningham, regional president of P zer’s Established Products Division for Asia/Paci c said, “While an e ective leader must be technically pro -

cient and have a strong understanding of the business, to be a leader you need followers and followers are only built when you demonstrate a genuine caring about the people that you train.” His parting advice for trainers was to “Have patience, have fun and remember you are in the people business.” Senior leaders expect a lot from learning and development professionals. For trainers to demonstrate their leadership and contribute to the future success of our companies we must make sure we know the business, act as role models, reinforce the expectations of our companies, promote alignment and make sure we never forget to focus on people. I
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Steven Rauschkolb is the founder and managing partner of The Cris eld Group. Email Steven at steve@cris eldgroup.com.

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Focus - Summer 2012

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