Main Subject - Business

In part one of this article I will define the differences between making decisions as a victim or as an accountable leader. In part two of this article I will define what it takes to act as an accountable executive leader and offer some solutions operating from the accountable stance. Operating from an accountable standpoint offers obvious advantages to any organization. In the past I've had conversations with leaders about accountability and leadership. Most

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

often, they bemoan the lack of accountability in their organizations saying such things as "people don't take ownership" or "they don't act as if it is their project" yet they often don't know what to do differently. Many leaders need their people to be accountable yet they don't know how to encourage the accountability behavior. I'll talk more about this later.

I recently gained some critical insights on accountability while attending a seminar by Keller Wil

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

liams, the national real estate company. During the seminar we compared accountability to its opposite, victimization. The accountable stance in their model includes:Gaining clarity about an issue and defining the problem

Applying attention,energy and focus
Exploring possibilities
Making plans for change
Implementing change

Compare this to the victim stance which includ

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

es:

Denial of business reality
Projection onto others
Deflection of ideas away from me
Resignation
Status Quo

Quite frankly, I never viewed victimization as the opposite of accountability. The model shows the distinction nicely as two different paths to a decision. In the accountable path, reality showed up, the leader became aware of the business reality, decided what to do and then took action. The account

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

able path is shown above. While not necessarily the easiest path, this approach provides the best long term business results. In the victim decision making path, the leader was confronted with current business reality: the company is losing market share, there is a problem employee who is also a good friend of theirs, they are just barely meeting the sales numbers. Management does not want to confront business reality so they place blame for problems on others

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

. They may say things like, "We just don't have the people to get the job done," or "We didn't have good information." In the end, the leader as victim is left with hoping, waiting and resignation. Maintenance of the status quo is the outcome. Employee initiative and morale may remain low as well. How do we choose one path and not the other? How can we get effectively from one side of the decision making table to the other? As leaders, how can we get more of o

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

ur people to act more often from the stance of accountability and not as victims? These are questions that leaders are looking to answer to improve both individual and organizational performance.

These questions are especially critical for a new leader who is on-boarding. For me, increased understanding comes from the work of Drs. Noel Larson and Jim Maddock and their victim/perpetrator model. The denial of reality occurs in two typical ways: as the victim

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

who experiences reality and shrinks from it or as the perpetrator who has a similar uncomfortable experience or feelings and lashes out, attacks, blames or ridicules other.

Victim/ Perpetrator: As victim, I experience being at the effect of what I experience, e.g. you have made me feel bad or it's your fault. I am not comfortable or at ease with my experience and am not willing to acknowledge my discomfort. The victim

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

usually shrinks away from the experience. As perpetrator, I am uncomfortable with my own inner experience and lash out at you, attack you and actively work to make you feel at fault for my unpleasant experience. Energetically, victims and perpetrators both engage in pushing reality away from themselves and projecting onto others what it is they are feeling or thinking. Some typical statements might be, "You did it" or "It's the resources the other

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

guys now have" or "That does not work here." Both victim and perpetrator are victimized by what is happening in their external world. Neither one acts as an accountable leader. A special type of victim comes from another model developed by Dr. Larson This type is known as the victim/over achiever and in my experience is present all over the business world. Most often victim/overachievers show up as the drivers in high tech, fast paced companies.

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

Typically, these people were victims of their circumstances early in life and their modus operandi is now to be the best at all times in all places. Businesses love them and leaders love them, because they always get a lot done and do it well. They rise to the top. It all works great with them until things go badly with a customer, at a particular meeting or in a certain quarter. Then watch out: they become the best perpetrators, aggressive, attacking, making

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

others pay for their lack of accomplishment. They are talented achievers without a solid emotional foundation. Under stress, or the inevitable lack of success, their lack of true leadership and resiliency manifests itself costing both themselves and their organization dearly. The key question to ask is, "What drives our victims and perpetrators to choose the victim position rather than the accountable position?" (If we act as victims

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

we need to know what is driving our current behavior to be able to change to more effective behavior.)

The answer is simple; the solution difficult and complicated. Our willingness to act as victims comes from our underlying anxiety and discomfort with our current reality. We act as victims because we are unable to manage our discomfort and thus retreat to inaction. To be accountable, we frequently need to experience difficult feelings or we may need to enga

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

ge in what may be the uncomfortable leadership tasks such as budget cutting, difficult performance reviews or redeploying resources. All of us periodically become uncomfortable when confronted with new information or circumstances that require us to do something differently. We are all inevitability confronted with information or circumstances that require us to change. The choice becomes, which decision path do I take?

The accountable decision making

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

path

The victim decision making path

The victim path diminishes leadership and detracts from effective organizational performance. When on the victim decision making path I often feel overwhelmed, underappreciated or unacknowledged. I then cover up these bad feelings by doing more, attacking others or blaming others. Just underneath the surface the unresolved feelings stir, waiting to burst out when someone confronts me in a meeting, or wh

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

en Grace gets promoted and I don't, or when I snap and criticize a staff member for no good reason. Often, this decision path is not entered consciously. The move from the victim to accountable decision path is essential for sustained effective business performance and quality leadership. People follow leaders who are accountable. Why is it so difficult to get and stay on this path? The answer is simple: To move onto the path of accountability we must be willi

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

ng to make and keep commitments and act from our personal integrity. Keeping commitments and acting from integrity often results in personal or business pain. Our only solution is to increase our ability to self observe and to become more conscious of our own reactivity. This implies that we must learn to notice the feelings, thoughts and sensations we have when someone says something that "tweaks" us and that we must learn to pause, intentionally, when others

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

speak, to observe our assumptions and to inquire about what is creating meaning for them when they speak. This is no small task especially in the action of everyday high speed business. To be accountable we must know who we are and then act from the place within us that we know is the right thing to do. Quality executive coaching is essential to help break this habit.

Great leaders are able to act from the accountable decision path because they recognize tha

.

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

t there are key tasks of leadership: to model appropriate action set the tone for others to follow and to manage perception Great leaders are willing to act from a place of integrity and keep their commitments because it encourages others to act in a similar manner. The bottom line: improved performance. Victimization detracts from both individual and organizational performance. Individual victims don't get to experience and bring their best selves into the wo

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

rld. That is the cost to them and to others. The path to accountability is not easy because it requires a willingness to accept pain for growth and demands we become increasingly conscious of what we say, what we think and what we do. In the world of contemporary business having a plan and superior approach is necessary but not enough. Business is about thoughtful action.

Next month: "Moving to accountable action: How do I get there?

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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What is your crisis management ability like or better still, how good are you at anticipating and avoiding/preventing crisis in your business operations(e.g. outage of essential manufacturing components which leads to lost output/sales)? How good are you at assessing trends of events, and quickly determining sources of potential problems? This article explains why the good business practice of pro-actively developing alternative plans of action, to be implemented in the event of setbacks or crisis situations occurring, is an essential requirement for business longevity.

One industry that is growing by leaps and bounds is the auditing and accounting industry. One industry that is growing by leaps and bounds is the auditing and accounting industry. There are many great jobs available for people in this career field who have the appropriate educations. If you were to become an accountant, you would perform tasks such as...

With some planning, re-entering the job market can be a positive turning point in your life.

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Main Subject - Accountability and Victimization-Getting Off the Hamster Wheel and Getting to Engaged Leadership

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