Sky Health Academy - By, Yasser ElDershaby. MD

Throughout my career, I have had the opportunity to encounter a diverse array of leadership styles, each unique and effective in its own way. It has been truly inspiring to observe how seasoned leaders are able to seamlessly navigate between these styles, adapting their approach to suit varying environments and situations.  This adaptability is a hallmark of effective leadership. As I reflected on the specific demands of leadership within the pharmaceutical industry, I found myself wondering whether the nature of leadership in this sector is distinct from others.  While I initially grappled with this question, I eventually arrived at a reasonable conclusion. In the pharmaceutical industry, leaders must master six major areas to establish effective leadership and to evolve into thought leaders one day. These areas encompass visionary thinking, decision-making skills, communication and influence, emotional intelligence, adaptability, and ethical responsibility. Learning, focusing and ex

Attention to all newly appointed managers and team leaders: there is a critical issue that merits your attention in the early stages of your leadership journey. I call it the "Post-Promotion Syndrome" (PPS) , a phenomenon that slowly emerges following a promotion to a managerial role. This syndrome, a concept that I've developed based on extensive professional observation, manifests when individuals in new leadership positions inadvertently adopt counterproductive behaviors. These behaviors can range from excessive control over team activities to a diminished openness to innovative ideas, leading to significant challenges within the team dynamics. In this article, I will try explore PPS in a manner that hopefully, is both engaging and informative. My objective is to examine the causes, symptoms, and, crucially, the strategies for managing and preventing PPS.  This discussion aims to equip you, as a new leader, with the insights necessary to navigate the complexities of yo

Isn't it surprising that in todays's era of extensive education, advancements of psychological sciences and wealth of information, we are still observing that feedback in the workplace is being perceived negatively?  This phenomenon is intriguing, considering the critical role feedback plays in fostering personal and professional growth. Despite its undeniable importance, feedback is often seen not as an opportunity for improvement, but rather as the precursor to problems. We cannot ignore the cultural dimensions that might shape our attitudes towards feedback. In some cultures, direct feedback is valued and seen as a straightforward approach to improvement. In others, it may be perceived as confrontational or disrespectful, leading to a preference for more indirect communication. This cultural diversity means that in global or multicultural workplaces, the art of giving and receiving feedback becomes even more complex. It requires an understanding and sensitivity to these cult

Professionals  working in the  pharmaceutical industry,, including those in medical affairs, are well aware that science is an integral part of their daily endeavors.  This industry, is deeply rooted in scientific discovery and innovation, demands a continual engagement with new knowledge and advancements. However, there's an essential realization that has become increasingly clear:  "While science is integral, delving into every minute detail is  neither feasible nor necessary." The sheer volume of data, research findings, and new technologies emerging daily is overwhelming. In such a scenario, if professionals in the pharmaceutical industry were to spend their entire careers trying to grasp every detail of their field, it would be an exercise in futility.  "The breadth of scientific knowledge is such that even a lifetime of study would barely scratch the surface." This realization brings us to a crucial strategy that professionals, especially those in medical