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Other Articles - Leadership: Take Away Their Excuses
Excuses. If you're responsible for the performance of a group, you've heard excuses.
Your job is to get rid of those excuses. With excuses gone, the real slackers stand out from the crowd. Then you can concentrate on rewarding and supporting your producers. You c
Your job is to get rid of those excuses. With excuses gone, the real slackers stand out from the crowd. Then you can concentrate on rewarding and supporting your producers. You c
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
an zero in on the slackers and offer them the choice of repentance and reform or documentation and departure.
There are two kinds of excuses. Some excuses grow out of the way that you assign work. They're really communications problems. And they're your problem
There are two kinds of excuses. Some excuses grow out of the way that you assign work. They're really communications problems. And they're your problem
; 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
s because you're the boss. You need to communicate effectively so that your subordinates know what you want done and when.
Excuse: "I didn't know what you wanted."
You think your subordinate understands what you want them to do. But it turns out wrong. What happe
Excuse: "I didn't know what you wanted."
You think your subordinate understands what you want them to do. But it turns out wrong. What happe
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
ed? How can you prevent it?
Give clear instructions. That's easy to say, but hard to do.
You'll give better instructions if you give them in more than one way. You can tell people. You can write things down. You can use diagrams or charts. You can act things
Give clear instructions. That's easy to say, but hard to do.
You'll give better instructions if you give them in more than one way. You can tell people. You can write things down. You can use diagrams or charts. You can act things
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
out or demonstrate.
Check for understanding. Ask your subordinate to tell you or show you what you want them to do. Correct any misunderstandings. Check again.
Then follow up on the job to see how things are being done. Remember that lots of small, early cour
Check for understanding. Ask your subordinate to tell you or show you what you want them to do. Correct any misunderstandings. Check again.
Then follow up on the job to see how things are being done. Remember that lots of small, early cour
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
e corrections are easier than later, larger course corrections.
Excuse: "I didn't know it was that important."
You give your subordinate an assignment. It seems that he or she understands what to do. But then they spend their time on other things. You wanted th
Excuse: "I didn't know it was that important."
You give your subordinate an assignment. It seems that he or she understands what to do. But then they spend their time on other things. You wanted th
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
em to do a task right away. They did something else instead.
We're back to communications again. Part of your job as leader is to set priorities for your people. Tell them what tasks are most important.
When you give out an assignment, tell people when you want
We're back to communications again. Part of your job as leader is to set priorities for your people. Tell them what tasks are most important.
When you give out an assignment, tell people when you want
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
the job done. Be specific. "Friday at 5 PM" is better than simply "Friday."
If it's a complex task, set milestones. Here's how it might work for a simple report. You might want to see a list of key points for a report done by Friday. The outline should be done
If it's a complex task, set milestones. Here's how it might work for a simple report. You might want to see a list of key points for a report done by Friday. The outline should be done
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
by Tuesday. Next Friday the rough draft should be done. And all of that leads up to the final report which is due in two weeks.
Before you're done with assigning the work, check to see that your subordinate understands what is wanted and when. Check to see if t
Before you're done with assigning the work, check to see that your subordinate understands what is wanted and when. Check to see if t
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
hey think it's reasonable.
Then follow up on the job to gauge progress. Send reminders if you need to. Review work along the way if that's appropriate.
Communications problems are one thing that can generate excuses. You can improve things by giving better dire
Then follow up on the job to gauge progress. Send reminders if you need to. Review work along the way if that's appropriate.
Communications problems are one thing that can generate excuses. You can improve things by giving better dire
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
tions, checking for understanding and following up to check on performance.
But sometimes what sounds like an excuse is actually reason for non-performance that doesn't have anything to do with willingness to work. To find out you have to dig deeper.
Excuse/Reaso
But sometimes what sounds like an excuse is actually reason for non-performance that doesn't have anything to do with willingness to work. To find out you have to dig deeper.
Excuse/Reaso
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
n: "I don't know how to do it."
If your subordinate doesn't know how to do a job, you can't hold them accountable for it. So it's important to determine ability as early as possible.
Pay attention to training. If you know that your subordinate should be able to
If your subordinate doesn't know how to do a job, you can't hold them accountable for it. So it's important to determine ability as early as possible.
Pay attention to training. If you know that your subordinate should be able to
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
complete a job, but can't, devote some time to preparing him or her.
I suggest to my clients that every job has a limited number, usually no more than six or seven, key jobs or assignments. You need to identify what those are and evaluate the competency of each
I suggest to my clients that every job has a limited number, usually no more than six or seven, key jobs or assignments. You need to identify what those are and evaluate the competency of each
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
f your people on each job.
Devote some of your management time to helping your subordinates develop their skills in the important jobs. In the long run this will pay off in greater peace of mind and less stress for you, not to mention higher morale and productivi
Devote some of your management time to helping your subordinates develop their skills in the important jobs. In the long run this will pay off in greater peace of mind and less stress for you, not to mention higher morale and productivi
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
ty for your team.
Sometimes people think they can do a job but can't. You can catch this early if you're following up on performance.
Sometimes people will seem like they've got the ability to perform, but just can't seem to do things right on the job. If you n
Sometimes people think they can do a job but can't. You can catch this early if you're following up on performance.
Sometimes people will seem like they've got the ability to perform, but just can't seem to do things right on the job. If you n
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
otice that an otherwise-effective worker is having performance problems in one area, the problem might be confidence. Help the subordinate take small steps, generating small wins to develop both skill and confidence.
Alas, sometimes you must wait until an assignm
Alas, sometimes you must wait until an assignm
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
nt is complete before you realize that it's done wrong and lack of knowledge, skills or abilities is the reason. Then you must both solve the training problem and make sure the assignment gets done.
Training problems are just one kind of problem that often shows
Training problems are just one kind of problem that often shows
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
up as an excuse or reason. The other kind is a resource problem.
Excuse/Reason: "I knew what to do but I couldn't."
You can often head this one off when you give the initial instructions. You and your subordinate should answer the following questions.
Do we ha
Excuse/Reason: "I knew what to do but I couldn't."
You can often head this one off when you give the initial instructions. You and your subordinate should answer the following questions.
Do we ha
.
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
e enough time to do this?
Ask that one again as "Do we have the time to do this, given the other things we have to do?"
Do we have the people we need?
Do we have the money we need?
No Excuses
Getting rid of excuses is great for people who want to perform but i
Ask that one again as "Do we have the time to do this, given the other things we have to do?"
Do we have the people we need?
Do we have the money we need?
No Excuses
Getting rid of excuses is great for people who want to perform but i
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
t sounds the death-knell for slackers. And it's hard work, the gritty kind of supervision-in-the-trenches work that doesn't have a whiff of glory about it. But if you do it and take away your people's excuses, you're on your way to developing a top-performing team
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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