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Leadership Principles

MARCH 2013

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A D E V E L O P M E N T R E S O U R C E

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3S p e c i a l E d i t i o n | H B A d v a n t a g e

LEADERShiP PRiNCiPLES: A Development Resource �

REQUIRED EXPERIENCE FOR HEALTHY CAREERS

About the hbA

Founded in 1977, the Healthcare Businesswomen’s Association (HBA) is

the pre-eminent global, not-for-profit organization (501(c)(6)) dedicated to

helping its members achieve leadership goals at every stage of their careers.

The HBA empowers more than 6,200 members across all areas of functional

expertise in healthcare to achieve their greatest potential by providing unpar-

alleled opportunities for professional development, education, skill-building,

networking and mentoring.

The association, with 15 chapters across the US and Europe, also encour-

ages corporate partnership and has solid relationships with more than 120 of

the world’s leading healthcare companies representing all aspects of the indus-

try. In today’s dynamic, fast-changing healthcare environment, professionals con-

tinue to turn to the HBA as an essential resource for career advancement.

Copyright © 2013 by The Healthcare Businesswomen’s Association.

All rights reserved.

Published in the United States by PharmaLinx LLC, Titusville, NJ. CUSTOM PUBLISHING

Enlighten. Empower. Evolve.

Welcome to

Leadership Principles: A Development Resource,

a special edition of the

HBAdvantage, the

magazine of the HBA.

The HBA, in conjunction with Insigniam

and our other corporate sponsors and

volunteers, is pleased to offer this publication

with inspiring and practical leadership

information to further your advancement in

healthcare.

Warm regards,

Carol Meerschaert, MBA, RD

Director of Marketing and Communications

Healthcare Businesswomen’s Association

Where is your leadership path taking you? The HBA is dedicatedto providing you with the resources to help you navigate your

career course. We strive to enlighten the opportunites that may notbe obvious at first glance, empower you to have the confidence totake the steps necessary for success, and help you evolve to becomethe best leader you can be.

With a proven track record of excellence, the HBA prides itself on an established slate of lead-

ership development offerings, including mentoring, live and virtual events, collaborative networking,

experiential learning opportunities and much more. The HBA is also embracing innovation and is

developing an impressive pipeline of products to meet the needs of women at all stages of their

career, globally, 24/7.

We pride ourselves on the radical hospitality we demonstrate in all we do, the inspiration you

gain with access to incredible women leaders, and the awareness you achieve in developing your

true leadership potential. The HBA warmly welcomes you to join us in our mission to further the

advancement and impact of women in healthcare worldwide. We are making meaningful progress on this journey with our premise and

promise of women helping women—working together, gets us everywhere.

We encourage you to mark your calendars now for the 2013 HBA Leadership

Conference, Nov. 13-15, 2013, at the Marriott Copley Plaza, Boston, MA. Join us and

be inspired by the Art and Science of Leadership.

Laurie Cooke, RPh, CAE CEO, HBA

Don’t miss the 2013 hbA Leadership Conference

November 13-15, 2013, boston, MA

To learn more about this must-attend event, visit www.hbAnet.org.

4 H B A d v a n t a g e | S p e c i a l E d i t i o n

LEADERShiP PRiNCiPLES: A Development Resource

Creating a process for innovative thinking and leadership

“If a company is interested in having sustained innovation,

it has to have a leadership management mandate,” Bina says.

“Innovation must be declared as one of the top three to five

priorities of the enterprise. And there must be alignment along

the top levels of the organization’s leadership.”

In her experience, Bina says companies also need a process

that calls forth, teaches and stimulates creativity.

“It’s not practical to expect people who are trained in tradi-

tional business schools, raised in matrixed organizations, and

taught to think within a certain box to naturally be creative

without providing a process or stimulus to change,” she says.

“Companies are vastly entrenched in thinking a particular way.

Changing the status quo requires more than just declaring a

mandate for innovation.”

Bina says there has to be an infrastructure that supports

innovation. Some companies call this the office of project

acceleration others refer to it as the innovation office.

“Whatever a company call this function, it needs the

resources, head count, and embedded practices and systems to

support innovation,” she says. “How do people get funding for

their innovation? How does a company monitor the progress of

the innovative project? How does it commission innovative dis-

covery projects? What kind of strategic frontiers is it working

against and do people know about those strategic frontiers? This

is what we call infrastructure—it’s people, systems, and money.”

Bina says as equally important as the first three pillars is a sup-

portive culture. “The corporate culture has to be one that sup-

ports, breathes and allows for innovation to thrive,” she says.

“This doesn’t necessarily mean it has to be a Google-esque cul-

ture, but it does mean that certain principles have to be in place.”

For example, Bina says, the culture has to allow for people

to fail. Additionally, there has to be an interest in having diver-

sity of thought and an ability to tolerate diversity of thought.

“Leaders have to embody creativity in their leadership

actions and have a positive, proactive, and buoyant attitude,”

she says. “The culture needs to be one that pulls for engage-

ment in an innovative and creative process and that is embed-

ded in people’s accountability.”

Critical to ensuring that the four supporting structures for

innovation have the greatest chance for success is the catalytic

element of execution.

“Most organizations, have a very weak capacity for execu-

tion,” Bina says. “What is a capacity for execution? We say it’s

an understanding of the actions required to bring about a

result, a plan to bring about those actions, and a sense of

accountability that goes back to the corporate culture.”

Pillars of

INNOVATION

innovating in the increasingly complexecosystem of healthcare today is essential

for sustainable success. A recent Insigniam survey, found that 78% of respondents

say innovation is of the utmost importance for success, yet few

companies have the tools or processes in place to nurture an

entrepreneurial or intrapreneurial culture.

Clearly, new thinking is needed to elevate value and launch

dramatic growth opportunities for life-sciences companies.

According to Shideh Sedgh Bina, founding partner of

Insigniam, this thinking must be embedded in the DNA of the

enterprise, with every single employee committed to innovation.

Insigniam, an international consulting firm with a propri-

etary methodology for enterprise performance transformation

and catalyzing breakthrough results, has identified four pillars

and one catalytic element for organizational innovation that

every company—big or small—can embrace.

“It behooves every executive and leader to make it their top

agenda item to prepare her organization for innovation,” Bina

says. “The four pillars to foster innovation are: a leadership

management mandate; a proprietary process for creativity; an

infrastructure to support innovation; and a supportive culture.

The catalytic element, which we believe is equally important,

is execution.

Shideh Sedgh bina



what is right in front of them. Organizations, like the people

that build them, run them, and work in them, wear invisible

“blinders” that limit the view of a possible future.

“To illustrate the point consider the well-known example of

the critical error made by railroad executives who defined

their trains as being in the railroad business instead of the

transportation business, thereby losing their monopoly on

long-distance travel because they did not seek new transporta-

tion innovation,” Bina says.

Greater innovation thrust. Companies that bet their

Assessing the opportunity for innovation

Investing in innovation is not easy, it requires a commit-

ment from the top and patience. Bina says it can take any-

where from three to five years to build an enterprise that can

sustain and generate innovation, but once there, companies

can expect explosive growth.

Coupled with the ability to sustain dramatic growth, one of

the first steps is conducting an assessment that inventories the

processes that both support and inhibit innovation. Leaders

need to ask themselves some hard questions, such as how does

their company stack up against the four pillars and how do

they personally stack up against innovation?

According to the 2013 Insigniam Global Executive

Sentiment survey, the answers aren’t good. Among senior

directors, 26% note there are weaknesses in their efforts so far

to foster creative processes to nurture innovation. (For more

survey, results see associated box.)

“The assessment part of the process is undervalued; an

assessment gives an organization a road map, which leadership

can use as a guiding coalition,” Bina recommends. “In turn,

leadership needs to initiate the creativity process and establish

strategic frontiers. It’s a transformative process that takes time.”

Despite the fact that innovation is such a top priority, few

companies are doing it well. But Bina says there are ways to

overcome the gap: inoculate against a corporate immune sys-

tem; lessen corporate gravity; correct corporate myopia;

encourage innovation thrust; allow for creativity, capability,

and capacity; and ensure effective execution.

The corporate immune system. Bureaucracy, turf and

hierarchy kill the innate creativity that should be the product

of the incredible gathering of talent, wisdom, knowledge and

resources that are present in the best companies. Why?

Because most of those folks who can say “no” are avoiding

risk, not managing it. And it’s always easier to say “no.”

“The corporate immune system kills anything that is con-

trary to the status quo,” Bina says. “Innovative ideas get treat-

ed like a foreign body. Companies have to guard against how

different ideas get treated.”

Corporate gravity. All too often, great innovative ideas

grown from leaps of imagination or powerful customer insights

end up as reports gathering dust on bookshelves. There is a

gravitational pull in most enterprises that holds back innovation

from taking flight. This force emerges from the conflicting inter-

ests of the myriad stakeholders of any large company. The

delays by “a thousand paper cuts” wear down even the most

committed and creative, leading people to mutter among them-

selves “they say they want innovation, but they don’t really.”

“These things are often invisible within a company, and yet

they drain the move toward innovation,” Bina says. “Leaders

need to learn to fight against that gravity, and be willing to bring

the invisible to the visible. The assessment does this, which is

another reason why this part of the process is so important.”

Corporate myopia. The latest research in human brain

science shows that human perceptions are shaped by past

experiences. Indeed, there are times, when people do not see

Insigniam conducted a survey to gauge organizations’ readiness to inno-

vate. The following information is based on responses from more than 220

executives.

Ability to innovate

More than 87% of respondents cumulatively rated the ability of their

organization to innovate most important or very important to their ability

to succeed and strengthen competitive advantage in the next 12 to 36

months. Instead of traditional definitions of innovation that include new

product development, 28% of respondents mentioned the importance of

alternative innovation, such as improved processes, marketing, and sales

strategies; 54.2% rated this as very important; 87.5%, cumulatively, rated

this as most important or very important. When asked to elaborate, 36%

of respondents noted that innovation/creativity was most needed in the

areas of process, customer and marketing solutions. Also, respondents

noted that if their companies did not innovate in areas of operations, they

will be consistently bringing up the rear and not leading in their industry.

innovation readiness

When it comes to rating their organization’s preparedness to generate

the needed level of innovation, only 8.5% of executives, globally, are very

well prepared; 71% of executives globally rated their companies as some-

what prepared. Furthermore, 18% of respondents mentioned organiza-

tional inertia pulling for the status quo as a deterrent. Organizations were

described as task-oriented or cost-focused, and people questioned man-

agement’s ability to drive an organization in a different direction; 21.2%

attributed the distraction to insufficient resources. Another 15% men-

tioned a lack of alignment and commitment.

innovation value

Respondents were asked to rate the effectiveness and value generated

by their company’s innovation efforts over the past three years; 25% of

respondents mentioned inconsistent levels of success with innovation

across their companies, even though there may be small pockets of suc-

cessful innovation in departments. In the past three years, more than 56%

of respondents felt they were somewhat effective in generating value by

their company’s innovation efforts. When comes to raising the bar on

innovation efforts, 32% mentioned there was a need for continuous

improvement and/or transformation.

Pillars of innovation strength

Senior leadership acknowledges the need for innovation and the

strongest innovation pillar noted was alignment and mandate from top

leaders. But managing that innovation was rated weakest.

An innovation snapshot



high performance leader development scorecard

Operates from the view of oneself as ultimately responsible:1 2 3 4 5Ongoingly engages in personal development: 1 2 3 4 5Is aware of and open about his/her blind spots: 1 2 3 4 5

Accountable environment

Creates an environment of trust and two-way communication: 1 2 3 4 5Elicits commitment and participation from different types of groups and individuals: 1 2 3 4 5Inspires people to outperform their own already high levels of performance: 1 2 3 4 5Has a strong focus on developing a deep, strong leadership bench: 1 2 3 4 5Generates a high level of accountability

From one’s self: 1 2 3 4 5From others: 1 2 3 4 5

integrity: the foundation of leadership

Known as someone who consistently delivers his or her promises: 1 2 3 4 5Considered to be someone who is straight andabove-board without hidden agendas or withheld communications: 1 2 3 4 5Has strong processes and systems to support success: 1 2 3 4 5Instills a strong commitment to integrity throughout the organization: 1 2 3 4 5Immediately confronts, communicates, and resolves breakdowns with velocity: 1 2 3 4 5

A breakthrough leader catalyzes those around her with conversations thatcultivate new possibilities, compelling opportunities, and a call to action.

Check to see if you posses the five facets of breakthrough leadership.

Guidelines

To discover your leadership score, answer each

question from 1-5 using these guidelines:

1 Below acceptable

2 Acceptable

3 Emerging strength

4 Strong

5 Excellent—a model for others

inspiring intent

Creates intentions and goals for the organization that are discontinuous from the past: 1 2 3 4 5Articulates and expresses vision vividly and powerfully

so people are attracted and compelled to take action: 1 2 3 4 5Generates and sustains higher levels of business results: 1 2 3 4 5Invents strategies and innovative pathways that fulfill corporate commitments: 1 2 3 4 5Is willing to question and transcend the status quo: 1 2 3 4 5Communicates with inspiration and passion when called upon: 1 2 3 4 5

Conversations for fulfillment

Successfully gains alignment with individuals

Within teams: 1 2 3 4 5Within the organization: 1 2 3 4 5

Motivates and inspires people to take on and produce

breakthrough results: 1 2 3 4 5Effectively shifts and adapts leadership styles to be effective

with various individuals or situations: 1 2 3 4 5

Authentic demeanor

Demonstrates grace and power in the face of problems, setbacks, and failures: 1 2 3 4 5Successfully manages multiple commitments with ease: 1 2 3 4 5Has appropriate dress, presentation, social conduct, and presence for a leader among leaders: 1 2 3 4 5

Understanding your results

After completing all questions above, add up your scores to see yourrank:

< 45 Crisis

45-60 Needs immediate improvement

60-75 Business as usual

75-90 Strong

> 90 Excellent—a high-performing leader

Source: Insigniam. To take the quiz online, visit insigniam.com/leadership

“An organization can foster creative capacity with a culture

that nourishes creativity,” she explains.

Effective execution. The most creative, innovative set of

opportunities is useless if it isn’t translated into action and hard

results, Bina says.

“For companies and leaders to truly break through, they

need to inoculate against the immune system, they need to

decrease the gravity, they need to relieve the myopia, and they

need to introduce an innovative thrust as part of that process,”

Bina says. “And just as important, leaders need to be able to

effectively execute. This is how they can translate opportuni-

ties into reality and generate dramatic, sustained growth.” �

future on innovation have a built-in advantage; their corporate

senses are tuned for innovation, as they have recognized that

innovation is the enterprise’s lifeblood.

“When the corporate culture, the company’s infrastructure,

and processes and practices are aligned toward the commit-

ment, the organization is propelled by innovation, rather than

inhibiting it,” Bina explains. “It is the difference between hav-

ing strategy as an enabler of innovation versus having innova-

tion as a strategy.”

Creativity, capability and capacity. Citing David Kelly,

a professor at Stanford University, Bina says we have learned

to be not creative.

Clinical trials Product launches

No-go decisions

ERP implementation

483 responses

Don’t sacri� ce quality. Exceed it.Patients depend upon your effectiveness. Your people do too.

Insigniam is an international innovation consultancy that helps pharma and

Subscribe to our blogs for the latest news, industry discussionsand more at Insigniam.com/blog

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What if the story went... . Once upon a time, in a boardroom far, far

away, Cinderella earned her Six Sigma certification, led a multifunctional launch team,made it to the PTA meeting and was still thefairest in the land?

Or, before Rapunzel let down her hair, she calculated the

EBITDA in time for the next earning cycle while serving on

the board of her favorite charity?

And, rather than cooking and cleaning for team Grumpy,

Dopey, Bashful and the rest of the dwarves, Snow White was

running a global project in seven countries and still made it to

the school holiday pageant?

Would women and men have a different view of them-

selves and each other?

Hundreds of books have been written on what makes the

different sexes tick and the motivators that drive women and

men to achieve success, not to mention what that success looks

like. And, some of those theories and titles are just as far-

fetched as expecting Jack Welch to come swooping in on his

company jet to right the wrongs of the day.

Maybe it’s time to redefine happily ever after and what that

means in the modern day world of the corporate kingdom.

Carolyn Buck Luce, 2012 WOTY and cofounder of her

newly launched business consultancy Imaginal Labs, contends

that as children we are read the wrong stories—girls should be

reading boys’ stories and vice versa.

Boys’ stories involve tales of daring deeds and duels, and at

the end of the quest the reward is the beautiful princess. Mind

you, the hero always has a lot of help in slaying the dragon—

his trusty page who minds his horse, the blacksmith who forges

his sword and the jester who is at the ready with an entertain-

ing interlude in case things go wrong—but the princess does-

n’t get split among the team (that would be a tale of another

genre), she is destined for the guy in shining armor.

And, the girls, well, silly them, they are always getting

caught in some mess they can’t fix themselves as they await

Prince Charming to come to the rescue.

It’s these allegories that often frame our perception of lead-

ership and self-actualization. Buck Luce says to overcome the

challenges of what she calls the “good girl” problem and the

Goldilocks syndrome, women need to take an innovative

approach to being all they can be, by declaring their purpose,

claiming ambition, constructing a 10-year plan, building a net-

work, creating a personal brand, getting digital and owning

their identity, and assembling a personal board of directors.

Rewriting the

FAIRY TALE


Carolyn buck Luce



Redefining your job descriptionThere is an old axiom that men get promoted on potential,

women on their track record.

“Women want to be seen as competent and tend to define

their job based on what someone is paying them to do and not

A horizontal approach Buck Luce says beyond dispelling the old stereotypes, there

is another story, one more recent, which needs to be updated.

“The story women are reading now around being success-

ful in business is that they have to get to the top, but this is not

right either,” Buck Luce says. “In my experience, I’ve found

what’s important to women is getting to the center and under-

standing how to truly be the anchor—the heart, soul and mind

of a high impact team—which doesn’t necessarily mean being

the CEO.”

Climbing the corporate ladder isn’t what it used to be, in

fact, Buck Luce says women should avoid ladders altogether

because that’s what boys climb.

Inherently, a ladder represents verticality and hierarchy

opposed to a horizontal approach to relationships. According

to all the gender research, pecking order, status, where one sits,

etc., indicates how men create order and their understanding

of how they fit into an organization’s framework.

“Men look at the vertical order, decide where they fit and

then they know what direction they have to go,” Buck Luce

says. “The research that Deborah Tannen has done reveals

that women relate horizontally. Men walk into a room and

understand how to relate to others by noting the differences.

Women walk into a room and they understand who they are

based on finding likenesses versus differences.” (See box for

more information related to Deborah Tannen.)

Carolyn Buck Luce, who is passionate about helping

women be all that they can be, recently tapped into a TED Talk

by Colin Stokes, who examines the impact that movies have on

popular culture but more importantly on the messages they teach

boys and girls. Focusing on the Wizard of Oz and Star Wars, he

draws some connections to role models, leadership and team

involvement.

When Stokes’ three-year-old son caught a glimpse of Star

Wars, he was instantly obsessed. Stokes questioned the messages

the child was absorbing from the sci-fi classic—was it the themes

of courage, perseverance and loyalty, or something else? Stokes

believes there is a need for more movies that send positive mes-

sages to boys: that cooperation is heroic and respecting women is

as manly as defeating the villain.

When Stokes asked his daughter who her favorite character

was in Star Wars, she said Obi-Wan Kenobi and in the Wizard of

Oz it was Glinda.

Beyond the sparkly dresses that these two have in common,

Colin Stokes: how movies teach manhood

Stokes says these people are experts. These are the two people in

their respective movies who know more than anybody else, and

they love sharing their knowledge with other people to help them

reach their potential.

Stokes says they are leaders and adds:“I like that kind of

quest for my daughter, and I like that kind of quest for my son.

I want more quests like that. I want fewer quests where my son

is told,‘go out and fight it alone,’ and more quests where he

sees that it’s his job to join a team, maybe a team led by

women, to help other people become better people, like the

Wizard of Oz.”

Spoiler alert, during his talk, Stokes also eludes that the lessons

being taught to boys, which is that the male hero’s job is to defeat

the villain and collect the woman, may be having a negative impact

society given that one out of five women in America say they have

been sexually assaulted some time in their life.

To view Colin Stokes’ TED Talk, visit www.ted.com/talks/

colin_stokes_how_movies_teach_manhood.html.

Rewriting the

FAIRY TALE

Deborah Tannen is University Professor and

Professor of Linguistics at Georgetown University and

author of many books and articles about how the language of

everyday conversation affects relationships. She is best known

as the author of You Just Don’t Understand: Women and Men

in Conversation, which was on the New York Times best-sell-

er list for nearly four years, including eight months as No. 1, and

has been translated into 31 languages. This is the book that

brought gender differences in communication style to the fore-

front of public awareness. She has written several other gen-

der-related books, including: Gender and Discourse; Talking

Voices: Repetition, Dialogue and Imagery in Conversational

Discourse; That’s Not What I Meant!: How Conversational

Style Makes or Breaks Relationships; Conversational Style:

Analyzing Talk Among Friends; Talking from 9 to 5: Women and

Men at Work; and The Argument Culture: Stopping America’s

War of Words.

The language of relationships

on their potential,” Buck Luce says. “I suggest to women

that they redefine their job definition and job description,

because it’s not about what the company is paying them to

do, it’s learning how to be a good leader so that they can go

to the core of any situation and know how to lead a high-

impact team. I say define your job description differently—

to be a good leader whether in your family, the community,

the workforce and the world.”

Defining “it”Buck Luce has spent a lifetime defining and redefining

her personal and professional job description.

“I’ve rarely felt the conflict between the time spent work-

ing in the paid workforce, the time allocated to the commu-

nity, the time I spent with family, because as long as I’m

awake I’m working. I’m learning how to be a good one,”

she continues. “One of the comments that I’ve gotten the

most feedback on from my HBA Woman of Year award

speech was was ‘you can have it all, you just can’t do it all.’

To do that you must define what ‘it’ is and for me ‘it’ is

learning how to be the best leader that I can be to help facil-

itate, enable and empower high-impact teams, whether

that’s at home, at work or in the world.”

One of Buck Luce’s innovative life and leadership best

practices is having a 10-year plan.

She suggests that women define how they want to be

known in the world 10 years from now. Then the job

description will naturally illuminate the areas that need to

be mastered.

“The plan will uncover the experiences, skills and knowl-

edge needed, as well as the people one

needs to meet along the way,” Buck Luce

says. “The job description is learning

how to be a ‘good one,” whatever that

‘one’ is as you grow and master the dif-

ferent areas necessary for success.”

Rewrite your story and learn what

“it” means to you. You never know ...

happily ever after might not be what

if...after all.

Editor’s Note: Charts and boxes are courtesy of

Carolyn Buck Luce, co-founder of Imaginal

Labs (Imaginal-labs.com). Most recently, she

was EY Global Life Sciences Market Leader

responsible for building the strategy, thought

leadership, solutions and resources necessary to

serve EY’s global life-sciences companies with

the professional services needed for success, and

2012 HBA Woman of the Year. Follow her

on Twitter @CarolynBuckLuce and

www.carolynbuckluce.com. �

Centered leadership model from McKinsey

Preconditions: Intelligence Tolerance for change

Desire to lead Communication skills

five dimensions of leadership

Your personaland professional

context

impact:

Presence

Resilience

Belonging

� Purpose

� Power

� Passion

� Persona

� Position

� Platform

building your personal brand

� Sponsors

� Mentors

� Strategic alliances

� Key opinion leaders

� Followers

� Board of directors

build your own virtual company

The 10-year plan


Why are you on the planet?

Your philosophy and purpose

Your strategy—10 year destination

how will you be know in the world?

Your foundation—friends, family and faith

Your tactics—domains of mastery—levels 1-10


Meaning

Happiness

Signature strengths

Purpose

Managing

energy

Minimizing depletion

Restoration

Flow

Engaging

Voice

Ownership

Risk-taking

AdaptabilityConnecting

Network design

Sponsorship

Reciprocity

Inclusiveness

Positive

framing

Self-awareness

Learned optimism

Moving on

To us,science is personal.At Genentech, we’re passionate about fi nding solutions forpeople facing the world’s most diffi cult-to-treat conditions.That’s why we use cutting-edge science to create and deliver innovative medicines around the globe. To us, science is personal.

Genentech is a proud sponsor of this year’s HBA Leadership Conference.

Find out more at gene.com

Brenda, patient

12GNT332_Genentech_HBA_ad_7x10_wBleed_FIN.indd 1 10/26/12 11:32 AM

To us,science is personal.At Genentech, we’re passionate about fi nding solutions forpeople facing the world’s most diffi cult-to-treat conditions.That’s why we use cutting-edge science to create and deliver innovative medicines around the globe. To us, science is personal.

Genentech is a proud sponsor of this year’s HBA Leadership Conference.

Find out more at gene.com

Brenda, patient

12GNT332_Genentech_HBA_ad_7x10_wBleed_FIN.indd 1 10/26/12 11:32 AM



ship, however, one must know how the game is played. (For

more information, see associated box.)

“These practical actions range from coming through on the

three most essential fronts—performance, loyalty and deliver-

ing a distinctive personal brand — to learning how to exude

executive presence,” says Sylvia Ann Hewlett, co-author of

the study and founding president of CTI. “Robust sponsor-

ship is a win-win relationship. Companies need their best tal-

ent to rise to the top, and women need the powerful effect of

sponsorship to help ensure that they are among those who

do.”

Stephanie Melnick, CEO of The Melnick Group, who

copresented a successful workshop—Coaches, Mentors and

Sponsors: Why You Need This Trio on Your Professional

Journey to the Summit—at the 2012 HBA Leadership

Conference, challenges women to ask themselves:

� Where do you want to be two years from now? Five years

from now? Ten years from now?

� Are there real paths to advancement in my organization?

� Do I know which path I want to take?

� Do I have the talent, experience, education and skills to

move to move up the ladder?

“There was a time when these questions were answered for

us,” Melnick says. “You started a job, entered a career track,

worked hard and—if you were lucky—you moved up to the next

role when it became available. But times have changed. The path

to success is no longer clearly laid out and it’s almost always chal-

lenging to navigate. Individuals who take a proactive approach

to their careers will advance further than those who don’t.”

One way to be proactive is to find people who can help

you—it may be a coach, a mentor or a sponsor.

“One may be more impactful than the other at different

points in your career, and at some point, you will certainly

need all three, but a sponsor can be your most powerful

resource,” she says. “Sponsors are individuals with visibility

and position, who can influence others and make things hap-

pen. Sponsors are willing to risk their own reputations and

careers for you.”

An inverse paradigmFinding a sponsor as one moves up the ranks is clearly

important as the statistics show a definite stall when women

reach that plateau. One of the reasons might be a lack of feed-

back when women and men reach the senior ranks.

Dan Wildman, worldwide president, Ethicon Biosurgery,

says in every company he has worked there has been an

inverse correlation between seniority and feedback. Meaning

that, the higher one rises in the organization, the less feedback

received.

Have career malaise? Job in a stall? Was your lastpromotion during the Bush Administration?

If you feel as though no matter how hard you work, your

Manolo Blahniks are stuck in corporate cement, there is some-

thing you can do. Get a sponsor. Get a sponsor now. A spon-

sor is not a mentor and not a coach—those are important

too—but a sponsor can be a game changer.

Last November’s HBA’s 3BC Building Better Business

Connections summit, hosted by Alex Gorsky, CEO of

Johnson & Johnson, focused on the sponsorship relationship—

a career tool that goes beyond mentoring. A sponsor believes

in his or her protégé and advocates for her next promotion,

provides stretch opportunities, makes connections to senior

leaders, clients and customers, and gives honest/critical feed-

back on skill gaps to help the protégé achieve her professional

development goals. (For more information on the HBA’s 3BC

program, please see box text.)

Sponsorship can be a game changerAccording to research from the Center for Talent

Innovation (The Sponsor Effect, Harvard Business Review

Research Report, December 2010) men and women who have

powerful advocates tend to get the stretch assignments and ask

for the raises that translate into career mobility. Sponsors lever

qualified women and people of color out of the marzipan

layer into top leadership roles, while protégés confer on their

advocates a host of benefits, extending their capacity to deliv-

er and burnishing their brand in the C-suite. To win sponsor-

The Mission of 3BC is to inspire and accelerate the leadership devel-

opment and impact of women in healthcare through targeted best

practice sharing among HBA corporate partners that are engaged at

the highest levels.

The 3BC is ...

� A community of HBA corporate partner organization leaders,

committed to the advancement of women in the healthcare industry.

� Focused on organizational development needs, rather than individ-

ual development needs.

� Individual leadership development needs are addressed through

the HBA’s 15 chapters

� An ongoing forum (in-person and virtual) to collaboratively tack-

le business challenges, specifically diversity and inclusion matters

related to women.

To learn more about 3BC, contact Marianne Fray, director of corporate devel-

opment, at [email protected] or 856-701-8186.

building better business connections

Get a

SPONSOR


Finding a sponsorSo how do you find a sponsor?

Melnick says to answer this question you must first ask yourself:

have I earned the right to have a sponsor?

“People won’t generally go out on a limb for you if they don’t

know you, believe that you can do the job, and trust your charac-

ter,” she says.

Melnick echoes key points from the 3BC meeting in that the

protege must give to her fullest ability, be highly engaged and pro-

fessional, and always lead with “yes.” She must be loyal to her

sponsor and their corporation, and contribute a distinct personal

brand—a value-added perspective and skillset. Proteges must also

reflect well on the sponsors’ brand team across the organization

and be part of their “A” team. It’s also important for proteges to

understand they are only part of their sponsor’s responsibilities.

So what are you waiting for? �

Wildman says the

reason behind this

dynamic is simple: above

a certain level—director

and above—one’s devel-

opment areas of focus

stop being about func-

tional skills and gradually

change to being entirely

about behavioral.

“Behavioral develop-

ment areas are the most

difficult areas for man-

agers to talk about with

their employees,” he

says. “These areas tend

to be very personal, at times are very subtle, and are easier left

unaddressed than more objective areas. But, unaddressed, they

almost always limit an individual’s progression in an organization.

A mentor’s job is to help the mentee solve for those areas.

“A sponsor’s job, on the other hand, is to trust that the individ-

ual sponsored will have the self-confidence, awareness and men-

torship required to work through these often very personal issues,”

Wildman continues. “For me, being a sponsor is all about trust. At

a senior level, sponsoring someone means that you are projecting

this individual based on the skills and traits you have observed as

you work together. Inevitably, that means you are putting your

own credibility and reputation on the line for this person.”

Having a sponsor’s trust means always delivering, always push-

ing personal performance to new levels, and always helping the

organization perform to new levels.

“Being sponsored means that you have an advocate who

believes in your ability to do these things and provides a degree of

air cover as you seek to maximize your impact,” Wildman says.

Melnick agrees that sponsors are a powerful resource and are

positioned to recommend their protégé for a project, role, or posi-

tion; go to bat for them when they are not the clear choice; and

open doors that they didn’t know existed, but she adds wanting a

sponsor does not automatically qualify you for the partnership.

Sylvia Ann Hewlett, president of the Center for Talent

Innovation, a Manhattan-based think tank where she chairs the

task force for talent innovation, has identified a unique strata of

women executives that she calls the “marzipan layer.” This is the layer

of corporate executives just below the top-level “icing.” Most women

who manage to break into the executive ranks often get stuck at this

level.

In fact, 34% of the marzipan layer is female, yet women comprise

only 3.6% of CEOs of Fortune 500 companies; 7.6% of top corporate

earners in the U.S.; 14.4% of executives in US; and 15.7% of board

members at Fortune 500 companies. It’s clear that women have exec-

utive capabilities but are not achieving the seniority they deserve and

have earned.

Hewlett says part of the explanation may be that people tend to

sponsor those whom they know best and are most comfortable tak-

ing a risk on. Her research found that 19% of male employees in large

companies have a sponsor versus 13% of women. However, men are

46% more likely then women to have a sponsor, and Caucasians are

63% more likely than people of color to have a sponsor.

Top companies need to be responsible about promoting sponsor-

ship relationships and the fact that both sponsor and protege bene-

fit.

Hewlett’s research also shows that those executives with spon-

sors are more highly promoted and satisfied with their rate of

advancement.

Source: The Center for Talent Innovation.

For more information, visit www.worklifepolicy.org.

The marzipan layer

� Join professional internal and external networks (HBA is a

great example)

� Express an interest in leadership development programs

� Become a part of high visibility teams

� Ask to shadow a senior leader in your organization

� Offer to help a senior leader with a project outside of your

current responsibilities

� Attend corporate events that draw high-level influencers

� Volunteer for charitable or community activities where

you can meet influential people

Cultivating sponsorship can be a bit trickier than mentoring and

coaching, but if you take a thoughtful approach, a sponsor can the

competitive advantage that gets you to the C-suite (or to any

other role or position to which you aspire).

Source: Stephanie Melnick, president of The Melnick Group

Leveraging the sponsor relationshipGet a

SPONSOR


Dan Wildman

Leadership trends

Ruby

Cardinal Health

Genentech, Inc.

Insigniam

Sapphire

Stryker

Gold

Bayer HealthCare

Cegedim

Publicis Healthcare Group

Sanofi US

Cobalt

Drexel

Ernst & Young

Eli Lilly and Company

MPI

2013 hbA leadership conference sponsors

bronze

AmeriClic LLC

AstraZeneca

CMR Institute

Compas/CMI

Covidien

DSM

grey healthcare group (ghg)

Ranstand

Exhibitors

AdMed, Inc.

A Fashion Hayvin, Inc.

Delta Dental Insurance Company

Dress For Success

Flashpoint Medica

PharmaVOICE

Quintiles

Rosetta

Saint Joseph's University

Shire Pharmaceuticals

Snowfish, LLC

The Usheroff Institute, Inc.

inKind Sponsors

Intercall

PharmaVOICE

Smartbrief

Media Sponsors

Lead Media Sponsor—PharmaVOICE

Med Ad News

Modern Healthcare

Pharmaceutical Executive

PM360

The Exchange

To learn about 2013 Sponsorship

opportunities, contact Nancy Donohoo at

[email protected],

Marianne Fray at [email protected], or

Erica Renz at [email protected].

The more than 500 women and men who gathered in Orlando, FL, at the annual HBA Leadership Conference were treated to

cutting-edge programming addressing the hottest trends in career development, management and leadership practices. The HBA

thanks the talented women and men who inspired attendees with their insights on the topics listed below. The conference workshops

and seminars were organized around the conference theme: Where Leadership Paths Converge—Enlighten. Empower. Evolve.

Many of these same themes as well as many others will be played out during the year at the more than 300 chapter events being

held throughout the United States and Europe.

Mark your calendar now for the 2013 HBA Leadership Conference, November 13-15, in Boston, MA.

Leadership development in action

� Courageous Coaching: It’s Not Easy, It’s Your Job

� Harnessing the Increasing Influence ofPatient and Professional Groups

� The Charisma Edge: Nine Levers for Turning on Your Leadership Power

� Extraordinary Female Leadership: Vision is the Differentiator

� The Improvisation Edge: Women and Executive Presence

� Personalized Medicine—Implications for the Healthcare Ecosystem

� The Power of a Story: How to USE Storytelling to Captivate, Persuade

and Enroll

� Getting a Seat at the Table: Howe Women in Healthcare Can Land the

Leadership Roles They Want

� Coaches, Mentors and Sponsors: Why You Need This Trio on Your

Professional Journey to the Summit

� Pitfalls and Possibilities in Today’s Health Policy Environment

� Finding Your Leadership Voice: The Role of Influence

� Landing Global Matrix Teams: Fostering Open Dialogue and Success

� Becoming a Change Leader (Yes, You!): What You Need to Lead Your

Organization to Achieve Its Change Goals

� Calm Your Inner Critic and Strengthen Your Inner Coach



© 2012 Cardinal Health. All rights reserved. CARDINAL HEALTH, the Cardinal Health LOGO and ESSENTIAL TO CARE are trademarks or registered trademarks of Cardinal Health. All other marks are the property of their respective owners. Lit. No. 5DI10237 (10/2012)

At Cardinal Health, our dedicated employees know how important it is for hospitals, pharmacies, labs and physician o� ces to have the products and services they need to provide the best care possible for their patients. And, with more than 30,000 employees around the world, we know that the diverse experiences, ideas and backgrounds our employees bring to work every day are key to innovation. These unique perspectives help us make healthcare more cost-e� ective so our customers can focus on their patients. Cardinal Health is proud to be recognized as winner of the ACE Award 2012 by the Healthcare Businesswomen’s Association (HBA).

Honoring di� erences. Celebrating you.

cardinalhealth.com




cardinalhealth.com© 2012 Cardinal Health. All rights reserved. CARDINAL HEALTH, the Cardinal Health LOGO and ESSENTIAL TO CARE are trademarks or registered trademarks of Cardinal Health. All other marks are the property of their respective owners. Lit. No. 5DI10237 (10/2012)



cardinalhealth.com




cardinalhealth.com




cardinalhealth.com© 2012 Cardinal Health. All rights reserved. CARDINAL HEALTH, the Cardinal Health LOGO and ESSENTIAL TO CARE are trademarks or registered trademarks of Cardinal Health. All other marks are the property of their respective owners. Lit. No. 5DI10237 (10/2012)



cardinalhealth.com

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The Art and Science of Leadership November 13 -15, 2013 – Boston, MA

3 4

Make plans to join us for a conference that only the HBA can deliver with top

speakers, inspiring leadership stories, actionable skill development and opportunities

to network with peers and senior women leaders from all sectors of healthcare.

www.HBAnet.org

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