The vision of Life Science Leader is to help facilitate connections and foster collaborations in pharma and med device development to get more life-saving and life-improving therapies to market in an efficient manner. Connect, Collaborate, Contribute
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LEADERSHIP LESSONS insights LIFESCIENCELEADER.COM MARCH 2015 58 and then communicating that recognition (e.g., I know how you feel). Think of empathy as the fuel of connections, not an opportunity to one-up someone's feelings of being overwhelmed with your more difficult story. COMMITMENT/INVESTMENT These factors must go hand-in- hand. You can be committed to a project by going through the daily motions without putting forth the psychological, emotional, and financial investment to make it a true success. You can also be deeply invested without committing the time or discipline to getting it done. If you want your team to be committed to an effort, you need to be prepared to roll up your sleeves and do the same. HUMILITY/FLEXIBILITY People value success, but they value transparency even more. Leaders who have the ability to admit failures and shortcomings can be endearing and win admirers. However, being flexible in addition to humble, and willing to make adjustments to better respond to the needs of your team, will win you commitment. PERSONAL MOTIVATION You may be doing all the right things. However, conveying your enthusiasm for your idea makes all the difference. Don't just talk about what makes you excited to get up in the morning. Instead, tell the stories of the people or entities your idea, products, or services will impact now and in the future. People invest in ideas that are inspiring, well-thought-out, and backed with passion and commitment. People don't want to run through a brick wall for a company, but they will support a leader capable of giving them something to believe in. L hether communicating the benefits of a prod- uct or simply trying to keep employees moti- vated, how do we reach them? Give them something to believe in. People respond to what they feel is genuine. It may be an investment in a leader, a product, an organization, or a mindset they have never considered before, but if you can demonstrate that you have their best interests in mind, and that you believe in what you're proposing, they'll be more likely to listen. BUSINESS IS PERSONAL As the recipient of a lifesaving heart transplant, organ donation for me is personal. When I talk about it with people, I try to make it personal for them by asking how they would feel if a loved one needed an organ. I disagree with the saying, "It's not personal, it's just business." Your business should be personal. If you want to give your team something to believe in and take a more personal interest, try incorporating the following components into your com- munications: VISION This is not the company-approved vision plastered around the office and on websites, but your personal vision, for what you want the company, department, or your team to achieve. Giving them something to believe in requires a more personal approach and your willingness to boldly share your personal vision without fear of what others will think. EMPATHY Demonstrating an understanding of the challenges your team faces, either from observation, intensive research, or, ideally, firsthand experience is important to gaining believers on your team. The four components of empathy are perspective-taking, not judging, recognizing people's emotions, W A survivor of a massive heart attack, heart transplant, leg amputation, and two bouts of cancer, Jessica Melore is an international motivational speaker and public health ambassador for health organizations and Fortune 1000 companies worldwide. For more information, visit www.jessicamelore.com. Give Them Something To Believe In J E S S I C A M E L O R E GIVE THEM SOMETHING TO BELIEVE IN By J. Melore