Interviews

Jun 01, 2007
Pharmaceutical Executive
The key to becoming a stronghold: Avoid an overfocus on your own business—and never stop being paranoid and opportunistic
May 01, 2007
Pharmaceutical Executive
Perhaps the biggest mistake a first-time leader can make is waiting until the job actually begins before going to work.
Mar 01, 2007
Pharmaceutical Executive
I'm convinced that providence takes a hand in many careers. But it's not a free ride or a guarantee of success. Providence can put you in the right place at the right time. What happens when you're there is up to you.
Feb 01, 2007
Pharmaceutical Executive
It's a funny law of nature: 20 percent of the clouds produce 80 percent of the rain. And 20 percent of the people do 80 percent of the work. OK, leader, what do you plan to do about it?
Jan 01, 2007
Pharmaceutical Executive
I've been shocked that physicians haven't rebelled in unison against legislators and academics, at Harvard in particular, and fought back against those who have berated the integrity and ethics of the medical community. Is there anyone who seriously thinks a doctor will write one brand over another because of a ball point pen or a pad of paper?
Oct 01, 2006
Pharmaceutical Executive
Leaders must focus on "brainrest." Perspective comes only when the venue changes dramatically and you have enough time to mentally remove yourself from the usual office tensions and concerns.
Sep 01, 2006
Pharmaceutical Executive
Advice for new leaders: Forget the irrelevant meetings, the 300 e-mails, and the 50 voicemails.
Jun 01, 2006
Pharmaceutical Executive
It's difficult to terminate an associate, be it a new colleague or someone you've worked with for years. But if you can't do it, you risk losing the respect of your top performers. They'll look elsewhere for a level playing field.
May 01, 2006
Pharmaceutical Executive
Are large corporations, with massive bureaucracies and thousands of employees, capable of acknowledging employees' personal passions? They don't have a choice. Large numbers of talented people are leaving organizations because the corporate structure is not accommodating personal passion. The good news is that the great companies are starting to do something about it, which denotes a big change in business ideology. Bill Toppeta, president of MetLife International, recently told the Fordham Leadership Forum, at the Fordham Graduate School of Business, "What you need to know as the leader is what motivates your people, not what motivates you."
Apr 01, 2006
Pharmaceutical Executive
A leader has limited time and energy. Good choices about how to conserve these commodities make all the difference between performing exquisitely and just getting by.
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