At The Agency, our catch-words for 2012 are “Optimism” and “Opportunity.” What about the Economy? What about the unemployment rate? What about them? The overall unemployment rate is improving (slowly), and the same can be said regarding the Economy. Plus, 2012 is a presidential election year in the US, and the World will be coming together to celebrate human achievement via the Summer Olympics in London. All are ingredients for optimism.

The opportunities lie in the industry’s need to continue to innovate, push boundaries, and replenish pipelines. 2011 saw plenty of mergers, acquisitions and partnerships put together in BioPharma. 2012 will be the year we see these “events” begin to impact both pipelines and opportunities. Stem cell research and biosimilar development will enhance the demand for top scientists and thought leaders throughout industry and create opportunities across the R&D chain. And no matter the economic climate, top talent is always in demand.

The Agency is currently working on exciting leadership roles across the US, Europe and Australia in Clinical Development, Medical Affairs, Regulatory and Quality. We look forward to making your introduction.

Have a successful 2012!

The global economic recession has revealed a great many things, not only about our financial system, but also about what employers value in an employee. Mass layoffs across industries have left good people out of work, some justified and some not.  Many companies used the economic downturn as an excuse to weed out underperforming or troublesome employees; “cutting the fat,” as it were.  But many also retained and even rewarded employees who were perceived as significant contributors or too indispensable to lose.  Those people are “Top Guns.”

Here’s a real world example.  My company was conducting a job search for a particular client on the East Coast.  Like all of our clients, this one wanted only the best possible candidate.  So we searched through our channels and identified a hardworking candidate who wasn’t necessarily looking for a new opportunity.  Our staff courted the candidate and got him excited about the position and the increased opportunities for him and his family. Meanwhile, our client was excited and ready to move forward following the requisite interviews and reference checks.  After the offer and some negotiation, the employee accepted and everyone was happy. We congratulated one another and looked forward to the upcoming start date.

The candidate was set to start on a Monday.  The Saturday before, we received an email from our beloved candidate stating he would be turning down the job to stay with his current employer.  WHAT!?!?!?

Still in shock, we tracked down the candidate to hear the details.  Our candidate’s current company had just completed corporate-wide reorganization.  The decision makers believed our candidate was so valuable to the “new” organization he not only kept his job amongst a mass layoff, but he also received a promotion and a $60,000 bonus to stay. The candidate’s new total compensation was now more than our fantastic job offer.  Here’s the kicker: The candidate’s company didn’t even know he had taken another job offer or that he was looking.  The candidate was such a necessary piece of the company puzzle that that they went above and beyond to ensure he would stay put.  That’s a Top Gun.

Why was this person so special?  He is, flat-out, great at his job.  The Top Gun may not self-promote, but he or she expresses that assured confidence, technical acuity, and passion that sets him or her apart from peers.

How to identify the Top Gun(s) in your company:  Look for someone who is continuously used as an example of how to do things or someone who has been promoted quickly and often.  He or she is sought out for answers or opinions on crucial elements and his or her advice is always seriously considered.  Again, the Top Gun might not sing his or her own praises, but someone else (usually in management) does—and you can see why an employer would want this person around.  (Beware of the big self-promoter—they are usually the ones in the most trouble.)

Top Guns are extremely important for a couple of reasons:

1. Top Guns push the company forward.  Their ideas, innovations, and strategies keep a company on the leading edge of its marketplace or service niche.
2. Top Guns add energy to the process.  Their passion is palpable and they often elevate others around them to greater success.  (a la Steve Jobs)

Elevating your “talent profile” to Top Gun status is not a daunting task.  Start small.  Find a small aspect about your job that you enjoy and become an expert.  Read or, better yet, write about the subject in a blog or company newsletter.  Try to understand the nuances as best you can and how this piece fits into the entire puzzle.  Once you feel knowledgeable, add another aspect and so on until you are the expert at your job.  Seek out a mentor within your company.  This shows initiative and an interest in growing and learning.  Glean whatever information you can and ask plenty of questions.  If possible, become a mentor to someone else in the company.  If you can teach a subject well, you are already an expert in the field.

The above are just a few examples of what can be done.  The objective is to take an active role in your job growth.  Don’t hope the company simply notices your contribution—make them notice.

Becoming a Top Gun in your company doesn’t guarantee job security during a layoff or downsizing, but it will cause management to think about you more seriously.  The first people laid off are typically the ones management has little knowledge of or regard for, so make sure management knows who you are in a positive way.

In the movie Top Gun, Maverick only succeeds after overcoming his fears, taking action, and rising to the occasion.  That may be a Hollywood ending, but there’s no reason you can’t have the same success.

“For the individual, no matter how prestigious or opportune a new placement may be, it will be a significant change in their life. These changes have an effect on their families, people they are mentoring, and their professional relationships. Transitions also impact the companies and organizations on both sides of the move, often, very significantly. Beyond the CV, beyond the placement, I have found that you have to bring all of the elements together to make it work best. And, I love working through the process with clients.”

It is the weaving together of the threads that is deeply engaging for Dagmar. “The positions we have are with outstanding companies, and we work with incredible people on both sides of the equation. There is so much involved that my role doesn’t always fit into a mold – I have to look at everything involved, and be malleable. Sometimes I need to go above and beyond the definitions of my job. But if I know from my experience that I’m looking at an instrumental placement, I do it, for the greater success of all involved.”

During her time at The Agency, Dagmar has spearheaded searches in Europe and the United States, and frequently works with high-level research scientists, physicians, and experts working on groundbreaking projects. Her placements have involved moves from Melbourne to Switzerland, San Diego to Indianapolis, and Germany to San Francisco. “I could work with a candidate and a team at an organization for six to nine months, or more! If we determine that a candidate is right for the position, we work closely with them to identify the depth of the change involved in a move, to make sure that family is folded into the process, and help them with the transition as they leave their existing professional colleagues. The family is such an important element. If there are children involved, I learn about their ages and interests – because the change can be very frightening and affect decisions.”

Does she believe that a placement she makes might make a significant difference? “Without a question, our work has importance. Many times, I have seen the results of helping companies build teams that are working on projects that will change the course of a disease. It is deeply gratifying to support that kind of work.”

And during the process, Dagmar is engaged with her candidates. “I honestly like the people I work with. I connect with them and I am deeply involved in the process. I always give them my honest opinion. If I don’t see a placement as very meaningful for all concerned, I advise against it. And if we do proceed with a placement, I pour myself into it and make sure that, to the greatest degree possible, it works as well as it possibly can for everyone involved.”

The interview process takes some time. Possibly there are a couple of onsite meetings; a relocation tour – “how good are the schools?”  Everything seems great.  The people are nice, and the visits are a break from the day to day – life feels really good.  It almost seems surreal.  Now the real work of a job change begins.  You and your significant other start to have substantive conversations surrounding the potential change.  Is the new location a place where you both want to live?  How will your kids be affected?  What aspects of your current life will be left behind? – family, friends, leisure activities?  Now that sur-reality is encroaching on your current reality.  An emotional rollercoaster is about to take the first big drop on the ride.

From exhilaration and limitless possibilities to fear.  Fear of change, the unknown – “can we sell our house?”  “What if the job doesn’t work out?”  What if… What if… What if…

Then the offer arrives, and it is a good one.  DECISION TIME!

The sine wave of emotions is pretty typical of the job search process.  Mainly due to the fact that a change is not a tangible reality until the offer stage when real decisions and  consequences are at stake.  As recruiters, we understand this.  We understand the emotional ride our candidates are on.  Part of our job is to help keep things in perspective, be a sounding board, and to represent all sides of the equation faithfully.  Fears are usually created in our head because of the many unknown qualities of the overall process.

There is a secret to overcoming these fears.  That secret is to ask questions.  Questions shine a flood light on the dark corners where doubt and fear live.  Questions will provide you a
pathway to make an informed decision about your career and whether or not this exciting position sitting in front of you is a step towards the goals you have set.

There is no quota on the amount of questions that can be asked.  Whatever is causing hesitation in your decision making can be cleared up with the “right” question.  That right question could be as simple as, “is good coffee within walking distance of the office?”  Let knowledge rather than fear drive you.  And, even if you don’t accept the job offer – let it be because of something you knew about rather than something you assumed about.

What is the old adage about assuming?  Of yes, “it makes an a$# out of you and me.”

When that exciting job offer crosses your desk, take control of the process, and ultimately you will take control of your career.

There is such a poaching frenzy going on that companies are finding it increasingly difficult to retain great people. What does this mean for someone looking at opportunities in China? It all depends on what you want out of the experience. For candidates who want fast money in the short term, without really accomplishing anything – there is plenty for them for now. For candidates who value career growth, longevity, ethics, and a high quality of life there are no limits. It really is as simply as finding the right position and committing to the company, the process, and oneself. To stand out in a very crowded, flowing sea of people just stand still – stay put. The allure of the ever-present, slight monetary gain afforded by job hopping is sexy and it is also a way to damage your reputation if a long career in Biopharma (China or Stateside) is indeed wanted. A major red-flag on any CV is frequent job change.

The big pharma companies are willing to invest in people who want to be part of a larger process. Plus, salary isn’t the only way to compensate someone for loyalty and outstanding work. Whether it is a bonus, or paid time off, or even a paid sabbatical – commit to the company and the company will commit to you. If you feel like your job is getting stale look for ways to “spice” it up: volunteer on a project outside of your comfort zone, or mentor a junior colleague. Employers want to reward those that are part of the team and are contributing to the greater good.

None of this means that you shouldn’t entertain interesting job offerings. Just be clear on the reasons to be interested. Is it solely for the money? Prestige? Title? Or is the position a significant step up for your career? The cliché of “the grass is not always greener…” is quite true. Biopharma job opportunities abound in China. Be aggressive and be picky – consider all of the options before deciding on the “best offer.”  Furthermore, consider how your reputation will be influenced by the decision and what your career goals are ultimately.

What will your industry legacy be?

In his new role, Kendall will serve as a senior medical advisor for Lilly Diabetes in advocacy and clinical science communities and as a representative to the professional medical community. In addition, he will help provide scientific direction for Lilly in diabetes discovery and clinical development. Other key responsibilities will include the support of Lilly’s medical education efforts and diabetes healthcare evaluation programs.

“David brings a critical external view, including the insights he gained while at the American Diabetes Association,” said Enrique Conterno, president of Lilly Diabetes. “We are working hard to gain leadership in diabetes care, and that leadership must start with an understanding of the needs of patients and health care providers.”

Kendall will report to Robert Heine, M.D., vice president medical affairs, Lilly Diabetes.

“With his background as a clinician, researcher and diabetes advocate, David is the ideal candidate for this position,” said Heine. “His focus, passion and understanding of diabetes care will enable us to create ever better solutions for people living with diabetes.”

About David Kendall

Kendall joins Lilly Diabetes from the American Diabetes Association, where he serves as scientific and medical officer and has been responsible for the oversight of the Association’s research programs, medical affairs, medical education, international affairs, medical information and community programs since 2009.

Kendall also is an associate professor of medicine at the University of Minnesota and an adjunct medical director at the International Diabetes Center, both located in Minneapolis, Minnesota.

Prior to these appointments, Kendall held a number of leadership positions at the International Diabetes Center, and served as faculty at the University of Minnesota Medical School.

Kendall’s experience in diabetes spans nearly 25 years, with a research focus on the clinical management of type 1 and type 2 diabetes, emerging novel therapies as well as the treatment and prevention of diabetes complications. He is the author of more than 150 original manuscripts, chapters and professional reviews and a former NIH clinical investigator for both the National Institutes of Diabetes, Digestive and Kidney Diseases and the National Heart, Lung and Blood Institute.

Kendall received his bachelor’s degree from St. Olaf College in Northfield, Minnesota, and earned his M.D. and completed his post doctoral training in Diabetes, Endocrinology and Metabolism at the University of Minnesota Medical School in Minneapolis.

About Lilly Diabetes

For more than 85 years, Lilly has been a worldwide leader in pioneering industry-leading solutions to support people living with and treating diabetes. Lilly introduced the world’s first commercial insulin in 1923, and remains at the forefront of medical and delivery device innovation to manage diabetes. Lilly is also committed to providing solutions beyond therapy – practical tools, education, and support programs to help overcome barriers to success along the diabetes journey. At Lilly, the journeys of each person living with or treating diabetes inspire ours. For more information, visit www.lillydiabetes.com.

About Eli Lilly and Company

Lilly, a leading innovation-driven corporation, is developing a growing portfolio of pharmaceutical products by applying the latest research from its own worldwide laboratories and from collaborations with eminent scientific organizations. Headquartered in Indianapolis, Ind., Lilly provides answers  through medicines and information for some of the world’s most urgent medical needs. Additional information about Lilly is available at www.lilly.com.

P-LLY
SOURCE Eli Lilly and Company

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The following is a list of 2011 & 2012 events (list continuously updated):

 

• American College of Neuropsychopharmacology
  December 4-8
  Waikaloa Beach, HI
  http://www.acnp.org/annualmeeting/default.aspx

 

• San Antonio Breast Conference
  December 6-10
  San Antonio, TX
  http://www.sabcs.org/

 

• ASH Meeting
  December 10-13
  San Diego, CA
  http://www.hematology.org/meetings/annual-meeting/

 

• J.P. Morgan Healthcare Conference
  January 9-12, 2012
  San Francisco, CA

 

• CHI’s Pep Talk
  January 9-13, 2012
  Coronado, CA
  http://www.chi-peptalk.com/

 

• High Content Analysis
  January 10-13, 2012
  San Francisco, CA
  http://www.highcontentanalysis.com/

 

• Live Cell Imaging
  January 10-13, 2012
  San Francisco, CA
  http://www.healthtech.com/Conferences_Overview.aspx?ekfrm=109206/

 

• 6th Annual Medical Science Liaison Skill Building and Management Summit
  January 18-19, 2012
  Philadelphia, PA
  http://www.cbinet.com/conference/pc12104/

 

• CBI’s 2nd Annual Global Congress on Comparator Studies
  January 18-19, 2012
  London, UK
  http://www.cbinet.com/conference/pc12106/

 

• 5th Annual Forum on Knowledge Management for Medical Affairs
  January 23-24, 2012
  Philadelphia, PA
  http://www.cbinet.com/conference/pc12132/

 

• CBI’s 11th Annual Biopharmaceutical Contact Centers
  January 23-24, 2012
  Philadelphia, PA
  http://www.cbinet.com/conference/pc12000/

 

• IVT’s 10th Annual Change Control
  January 23-25, 2012
  Philadelphia, PA
  http://www.cbinet.com/conference/pi12010/

 

• DIA Pharmacovigilance and Risk Management Strategies 2012
  January 23-25, 2012
  Arlington, VA
  http://meetings.diahome.org/12002/

 

• PCC 2012 – CBI’s 9th Annual Pharmaceutical Compliance Congress
  January 24-25, 2012
  Washington, DC
  http://www.cbinet.com/conference/pc12001/

 

• CBI’s 5th Annual Forum on Oncology Commercialization Strategies
  January 24-25, 2012
  Philadelphia, PA
  http://www.cbinet.com/conference/pc12108/

 

• Drug Delivery Partnerships 2012
  January 25-27, 2012
  Las Vegas, NV
  http://www.iirusa.com/ddp/welcome.xml/

 

• CBI and Applied Clinical Trials 6th Annual Cardiovascular Risk Assessment Summit
  January 30-31, 2012
  Arlington, VA
  http://www.cbinet.com/conference/pc12102/

 

• 10th Cytokines and Inflammation Conference
  January 30-31, 2012
  San Diego, CA
  10th Cytokines and Inflammation Conference

 

• 4th Immunotherapeutics and Immunomonitoring Conference
  January 30-31, 2012
  San Diego, CA
  4th Immunotherapeutics and Immunomonitoring Conference

 

• Allergy Drug Discovery and Development Conference
  January 30-31, 2012
  San Diego, CA
  Allergy Drug Discovery and Development Conference

 

• Immunotherapeutics Partnering and Dealmaking
  January 30-31, 2012
  San Diego, CA
  Immunotherapeutics Partnering and Dealmaking

 

• Novel Immunotherapeutics Summit
  January 30-31, 2012
  San Diego, CA
  Novel Immunotherapeutics Summit

 

• World Pharma Innovation Congress USA 2012
  January 31- February 2, 2012
  San Francisco, CA
  World Pharma Innovation Congress USA 2012