Main Subject - Business

"Ability is what you are capable of doing. Motivation determines what you do. Attitude determines how well you do it." Lou Holtz

There are a number of reasons why teams fail, and why there is a lack of productivity or accountabi

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

lity within various teams in the workplace. In conducting leadership and team building programs worldwide over the last ten years, I hear almost day in and day out the main reasons why teams aren't more productive. Team leaders o

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

Examples of combination products may in

ften report to me, "There's no accountability." Or, "Our team members handle communication and conflict resolution differently, and don't always get along." Communication and effective interpersonal skills are essential tools for

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

a team's survival. Often, a team simply needs a good "airing" of the issues during team building meetings. Here are 10 of the most common reasons I hear that keep teams from achieving maximum performance:

1. Backstabbing. If yo

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

u are the team leader and backstabbing is an issue, suggest that the team come up with a rule. Example: if there is any backstabbing among team members and they can't resolve it on their own, it goes before the team leader.

2. I

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

Combination pro

terrupting. This is a common challenge in meetings. Have the team come up with a rule such as, “No one is allowed to speak until the other person finishes and you raise your hand.” Remember, it starts with the team leader.

3. “T

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

angents.” A team is going off on tangents in meetings. If you are the team leader, tactfully ask the rest of the group if they want to hear any more about the issue being discussed. If not, let that person know they can talk with

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

you privately after the meeting. Remember tact and diplomacy.

4. Whining. Have an unwritten rule that team members must come up with a solution whenever they complain. One team actually held up cue cards with a sad face wheneve

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

r someone whined excessively. It added humor to the meetings but got the point across.

5. Not sharing job knowledge, communication. This is so important it should be in every employee's job description. Sharing of job knowledge,

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

skills and ideas is central to a team's success. No matter how many team building exercises you engage in, your team won't be productive without this simple rule.

6. Tardiness. Is there an employee who is consistently late? Wha

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

is the impact on the morale of the team? Have a personal standard in writing for what is considered “late.” This helps, too, with accountability.

7. Too many breaks (or too long). Put the number of breaks allowed, along with ti

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

Following aspects would a

me frame, in job descriptions. An alternative is to have the team come up with how many breaks a team member can have in one day. Include the number of minutes. Be specific.

8. Disorganization of shared workspace. 2 common probl

dd to the challenges in developing combination products:

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

ems: 1) Shared workspace is so small it affects productivity. 2) If messy “Oscar” and clean “Felix” are sharing workspace, have them define the rules on what's considered neat and organized. Have them ask themselves, “Is this pr

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

oblem affecting productivity?” I love it when I go into a company's break room and above the sink it reads, “Please clean up after yourself. Your mother doesn't work here!”

9. Excessive personal use of the internet or telephone.

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

In my seminars around the world, I frequently hear complaints from people receiving too many joke emails. Another common challenge is someone in the office talking loudly while on a personal call. Have the team define the rules.

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

While everyone likes to socialize, what is considered to be adversely affecting the performance of the team?

10. Leaking confidential information. What is considered confidential? Be specific and put it in writing. Hold everyone

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

Professional from academic institutions, pharmaceutical industries, health care indust

accountable.

Effective communication is the key to the success of any team. Gather your team together for a team building meeting. Have everyone list and discuss any potentially unacceptable team behaviors. Are there any issues

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

or activities adversely affecting the team? What issues could impact the team in the future?

Write everything down. Print it out and give everyone a copy. There will be more “buy in” because they were involved in the solutions.

.

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

Hold everyone accountable. Without accountability there's no incentive to change behavior. And your team members want to see you as a team leader who takes action.

Lastly, how are you performing as a role model? In thinking abo

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

Companies that provide selfless information through particip

ut how to be an effective team leader, remember your people are going to watch what you say, and more importantly, what you do.

"What we prepare for is what we shall get." William Graham Sumner

Copyright 2006 Colleen Kettenhofe

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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