Preparing Your Organization's Culture for Gen Z

By Kim Huggins posted in Leadership, Multigenerational Workforce

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There’s a lot of discussion about Gen Z and the impact they will have on the workforce. The Wall Street Journal reports that they seek financial stability and are industrious. Inc. Magazine tells us they are culturally diverse and risk averse. Forbes says that they want to be judged on their own merit and they want to work with autonomy.

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Creating and Leading High-Performing Teams

By Kim Huggins posted in Leadership

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In every work environment you’ll hear talk of teams.  Teams are formed deliberately and carefully to achieve the objectives and goals of an organization.

Many of us are part of multiple teams—a core team, plus at least one cross-functional team. In our work with many Fortune 100 companies, we know that the best teams all possess the same secret for success: a leader who knows how to create and lead a high-performing team.  

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Achieving Work/Life Balance: The Ongoing Struggle

By Danielle Geissler, Ph.D. posted in Leadership

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Last week I attended a conference for women leaders in pharma. Advancing Women’s Leadership Skills and Opportunities in Pharma and Healthcare was held in Philadelphia to discuss how women can be most impactful, both as leaders and as people.

My colleague, Kim Huggins, presented on “creating and leading high-performing teams,” and joined a panel on inclusivity and relationship-building as a leader. As I listened to the speakers, I thought: these topics are relevant for any leader, regardless of gender or seniority.

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A Leader's Role in Improving Safety Performance

By Delores (Dee) Conway posted in Leadership, Safety

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Audits tell us whether employees are following safety procedures, right? Not necessarily.

Audits don’t always tell the whole story. I’ve seen cases where well-trained employees looked good on the audit yet had a troubling number of incidents on the job.

I’ve seen situations where companies have an admirable history of safety practice yet still experience fatalities—and in one case, two-thirds of the deaths occurred in high-risk areas.

How is this happening when their audits looked so good?

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Insights From Millennials: Why We’re Leaving Jobs and What You Can Do to Retain Us

By ALULA posted in Leadership

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ALULA recently had the opportunity to participate at The POWER of Professional Women conference in Philadelphia, PA. Kim Huggins, a Partner at ALULA, spoke and moderated the panel titled “Mismanaged Millennials: Why employees under 40 are leaving and what leaders can do.”

During the panel, Kim engaged with Millennials in the workforce to find out why they change jobs and what companies can do to retain them. Research shows that 21% of Millennials changed jobs in the past year, and 60% say they are open to new job opportunities.

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Why Empathy is a Pharmaceutical Sales Leadership Requirement

By Kim Huggins posted in Leadership, Pharmaceutical Sales

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Pharmaceutical companies have been talking about patient-centricity for years.
Yet, many pharma companies find it challenging to make patient-first thinking a pervasive trait throughout their organization. 

In its simplest terms, creating a patient-centric culture is about being authentic and open in communicating to patients, taking care to understand their needs, and giving them a voice in the management of their care. Patient-centricity simply requires putting the patient first or being empathetic to their story. 

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4 Ways To Deliver Feedback That Gets Results

By Danielle Geissler, Ph.D. posted in Leadership

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"Let me give you some feedback."

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How Leaders Develop Next-Generation Leaders: Expanding Your Leadership Pipeline (Part 3 of 3)

By Kim Huggins posted in Leadership

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In Part 1, we showed how your current leaders are an essential asset in filling your leadership pipeline. We also introduced the Five Critical Capabilities needed by current leaders to develop upcoming leaders. In Part 2, using a real case study, we took a deeper dive into those Five Critical Capabilities: strategic talent mindset, talent identification skill, creating development opportunities, coaching skills, and interpersonal awareness.

Here, in Part 3, we discuss how to ensure the health and strength of your pipeline, by answering three questions:

  1. What is the status of your leadership pipeline?
  2. Is senior leadership aligned and bought in?
  3. Are key organizational levers aligned to create a culture that accelerates leadership development?

From our quarter-century experience in consulting with HR executives to help their leaders, here are the important things to consider in each question.

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How Leaders Develop Next-Generation Leaders: A CHRO Solves A Leadership Deficit (Part 2 of 3)

By Kim Huggins posted in Leadership

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In Part 1 of our series, we explained that your company’s long-term strategic advantage relies on current leaders to develop future leadership talent. We identified Five Critical Capabilities that leaders must demonstrate: strategic talent mindset, talent identification skills, creating development opportunities, coaching skills, and interpersonal awareness.

Here, in Part 2, we present the remarkable story of how one HR executive leveraged those five talent-development capabilities with leaders to expand their severely restricted leadership pipeline.

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How Leaders Develop Next-Generation Leaders: 5 Critical Capabilities (Part 1 of 3)

By Kim Huggins posted in Behavior, Leadership

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Your company’s long-term strategic advantage relies on strong leadership to align people, execute strategy, clearly define the culture, and engage all employees. But as Baby Boomer leaders rapidly retire, most of their collective leadership experience — often 30 to 40 years’ worth — is out the door.

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