Articles by Sander A. Flaum - Pharmaceutical Executive

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Articles by Sander A. Flaum

Tapping the Fount

Sep 1, 2008

Leaders don't always manage to do the right thing, but they constantly strive to access the wellspring of integrity within them

The WIIFM Initiative

Apr 1, 2008

Everyone likes to work for a successful company. But how do you drive your initiatives to the top? Never underestimate courage and persistence.

Welcome Some Disruption in Your Life

We have nothing to fear but the fear of change (with apologies to the wise Franklin D. Roosevelt). But we must get over that if we hope to make a real difference.
Nov 1, 2007

We have nothing to fear but the fear of change (with apologies to the wise Franklin D. Roosevelt). But we must get over that if we hope to make a real difference.

Shade-Tree Syndrome

Great leaders don't tower over their teams. They let the light of praise filter to those below.
Oct 1, 2007

We've all experienced it...working with a colleague who takes all the credit for whatever success the department or division achieves. It is frustrating—and not motivating—to be around. It's even worse to have to report to a person like that. Having researched this particular aspect of nonleadership, I've found that these department heads have some traits in common. As a rule, they all have low self-esteem, are fairly insecure, and cannot tolerate pushback from their direct reports. To insulate themselves, they put yes-men and -women in direct-report roles and survive until their superiors wake up one day and realize there's a nonleader in place running a dysfunctional group.

Leadership: To Do: Take a Vacation

Most executives spend a lot of time in the air. But it's normally to get to a work-related destination. Next time you hop a plane, do something crazy: Leave your cell and laptop behind.
Oct 1, 2006

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.

Leadership: Living to be 100

A new boss has 100 days to make a difference. The best leaders—the ones who survive and thrive in top corporate positions—forget their day-to-day routine and go all out to maximize revenue in their first months on the job.
Sep 1, 2006

Advice for new leaders: Forget the irrelevant meetings, the 300 e-mails, and the 50 voicemails.

Leadership: On the Firing Line

Leaders must have the courage of their convictions. When the time comes to fire employees who don't pull their weight, bosses cannot waver. Either they decide who goes, or their top talent will leave instead.
Jun 1, 2006

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.

Leadership: It is Personal

The old-school belief that business and pleasure don't mix is just that—old. In order to retain staff, leaders today must prioritize their employees' passions.
May 1, 2006

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."

Leadership: The Short List

Business leaders today waste too much valuable time on the non-essentials. By focusing their to-do lists, executives can go from just surviving to truly performing in the corporate environment.
Apr 1, 2006

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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