BiotechnologyThere are two reasons for optimism in the halls of today’s biotechnology companies. First is the positive outlook for the field’s current and future growth. Second is the outstanding science that continues to pervade the industry. When something like genome editing becomes reality, an avalanche of opportunities descends on the business. It’s an exciting, dynamic field, to say the least.

Euphoria, however, must give way to the realities within the business. How do these forces of growth and discovery, positive as they are, impact biotech organizations?

Consider, for example:
  • How do you stimulate continuous innovation?
  • How do you deal with evidence-based healthcare?
  • How to you create manufacturing efficiencies and improve the cost structure?
  • How do you deal most effectively with flexible FDA policies?

This high growth industry, coupled with the business imperatives, creates a unique pressure to hire, develop, and retain the best talent. There is also the on-going requirement to select and train leaders that demonstrate the abilities to build effective relationships, build organizational capacity and manage their share of the business.

The Mentoré Method for leadership development is tailor made to deal with the challenges in the biotech arena. High growth often means rapid promotions of highly skilled technical experts into management and leadership positions. However, without a skill development roadmap, these newly appointed leaders might fail if left only to their instincts to become the “uber achiever.” Instead, Mentoré helps these organizations by first creating a context for leadership using the roadmap and tools to identify the unique combination of technical skill and behavioral requirements needed for success in different positions. The output is a set of performance standards that enable the organization to select, train and develop individuals for management as well as individual contributor positions. The second step is to develop technical managers with hands-on tools and techniques. With these standards in hand, managers have a better understanding of how they build the skills necessary for their personal competence as well as those needed to increase organizational capacity. Clients that have used the roadmap and tools have experienced a lower turnover rate through better execution of professional development of highly skilled technical professionals.

Alan shares my passion for why organizations must locate, develop, and hang on to talent. He understands what actions are needed and presents them in a way that is focused and pragmatic.”

— Patti Gillenwater, CEO of Elinvar, an executive search and leadership development firm