LEADING TWO LEVELS DEEP TO INSPIRE AND SUCCEED with Larry Freedman, Senior Pharma Commercial Leader

Alloutcoach

What happens when you add the role and duty of "inspiring people" to your title of a leader whether or not it is in your job description? It becomes a secret ingredient to your team's success, your legacy, high team engagement, recognition and awards. Larry Freedman, an award winning pharma executive is the type of inspirational leader I had the fortune of working with at a global pharma company, AstraZeneca, who personifies success. He has authored a new article called "The Sequence of Success" based on his determination to make inspiring others his duty. In our introspective reflection of his career and philosophy, he explains how he led "two levels deep" to turn around a slow launch of a global cardiovascular product and earn the company's most prestigious CEO Award to go on to become one of the most decorated award winning leaders in his organization and discusses many other pressing management topics of today.

3:19 - Q1: Key Factors to Career Success?

3:37 - 1. Perform 2. Network outside of your function to let others know you 3. Think strategically about your skills and even 2 jobs ahead. 4. Be grateful

5:53 - Q2: What are your leadership lessons and sequence in which we should follow them?

7:29 - Difference between Holding Someone Accountable and Inspiring their Accountability.

7:47 - Vulnerability, Humility, and Authenticity creates Trust and Followership.

8:13 - Candid Feedback without a relationship = criticism

8:26 - One person with passion is better than 40 that are merely interested

8:36 - The Last Leadership Lesson is Leave People better than you found them.

9:10 - Q3: How were you able to shorten the perceived distance between you and your team members as a second-level leader?

9:30 - Visibility and relationships that were two levels deep.

11:59 - Q4: How did you reward technical performance vs behaviors and culture to inspire accountability?

15:32 - Q5: Is sales a transfer of emotion?

17:13 - Q6: What are some of the specific approaches you have to increase engagement among new employees entering the work force today?

17:32 - Authenticity, Consistency, and described the Frequency to be in front of people. We focused on culture and took the results of the bi-annual culture survey very seriously. We dissected results to find the strengths and weaknesses. Diversity and Inclusion grants a competitive advantage. A Speak Up Culture.

18:48 - A speak up culture is not only not being afraid to state your opinion but being encouraged to.

19:17 - Two reasons why people don't speak up, 1) they are afraid of reprisal / retaliation from senior management or difference of opinion; 2) they are afraid even if they speak up nothing will change anyways. I consistently explained why I supported a particular suggestion or complaint or did not and earned trust over time.

21:44 - Q7: Do you feel it was the relationships you prioritized early that helped you overcome adversity?

21:58 - I felt a tremendous responsibility to my team whether my team was 5 or 50 or 500. The belief system is the same. When you lead you have the opportunity to make a difference in people's lives.

22:42 - People feel when there is care and concern beyond what they can do and who they are as people. That taps into their discretionary effort!

23:39 - Q8: Success is a sequence and also a cycle. How do you continue to have the Leadership foundation when Recognition at all costs is so tempting?

24:19 - How do you continue along that path of the Leadership Foundation when Recognition alone is so tempting now?

26:58 - Q9: What is the most common or favorite compliment you usually receive?

28:33 - Q10: What is the next project in which you are stretching yourself and lifting others?

30:37 - Q11: What is the next project in which you are stretching yourself and lifting others?