Why Change Leadership is Critical to Life Sciences

Every industry could benefit from effective Change Leadership. In Life Sciences, however, Change Leadership is essential.

Success in Life Sciences is defined through evolution. There is a consistent pressure within the industry to strive to achieve the latest advances in sciences and technologies to best assist medical professionals and their patients.  Managing the challenges associated with these continual advancements requires Change Leaders.

Determining when a situation necessitates Change Leadership attention versus standard leadership is defined by the desired outcome. Change leaders, lead people in a way that goes beyond guidance – which is the central role for leaders. Change Leaders ignite a passion for more; they instill the tools required to empower others; they foster growth; they move companies forward. Change Leaders, effectively impact an organization by assessing all aspects of challenges and devising strategies that keep everyone informed and involved.  These qualities are crucial when handling transformations like the one described in the below scenario.

CHANGE LEADERS IN ACTION:

A client recently asked us to help with a global transformation within Clinical Operations. The goal was to harmonize how clinical trials were conducted across business sectors within the organization.  Tackling this challenge, we recognized, required managing serious complexities, including moving parts and dependencies that needed to be considered (such as opinion variation on how to conduct trials and how to gain buy-in from the business on the recommended approach).  This ask, needed to be addressed by change leaders.

The Change Leads were assigned to help drive this transformational adoption and address the goal of process harmonization. They began by assessing the pervasive areas of resistance and came up with a collaborative approach to mitigate concerns, understand sector requirements, and solicit feedback directly within the sectors to ensure they felt they were part of the solution. Another area of concern was communication. The Change Leads addressed this part of the process by developing clear, targeted messaging. This messaging was critical to mitigating risks when communicating the challenges of the project with genuine concern and positivity. Lastly, the Change Leads identified change “agents” globally to actively endorse the harmonized processes to reinforce the positive aspects. Combined these factors were key to the success of the transformation.

THREE KEY QUALITIES THAT IDENTIFY CHANGE LEADERS:

We’ve provided you an example of when a Change Leader is necessary, but how do you identify a Change Leader? Read through the three key qualities outlined below.

  1. Change Leaders are open to different perspectives.

They build teams with diverse backgrounds and knowledge. They listen to different perspectives, taking the time to thoroughly understand and consider them, while encouraging all team members to do the same. They ignite innovation through these processes.

  1. Change Leaders share a sincere enthusiasm for the organization.

For Change Leaders, every day is an exciting chance to do something new. They look at situations or challenges as “opportunities” and strive to overcome them by leveraging their teams and positive perspectives.

  1. Change Leaders are action oriented.

They execute on strategy to get things accomplished. While many people have this skill, Change Leaders do this by motivating others, rolling up their sleeves, and appropriately delegating to their teams.


Want to continue the conversation?  We hope you’ll reach out.

Joan Walker  |  Principal Consultant |  TayganPoint Consulting Group  |  jwalker@tayganpoint.com |  LinkedIn  | 

Kim Lehman  | Consultant |  TayganPoint Consulting Group  |  klehman@tayganpoint.com  |  LinkedIn  | 

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