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  • Digg It - Why You Should Be A Coach, Not Just A Manager

    As an outstanding manager, you won't just "manage" people; you'll also assist the members of your team develop to their true potential.

    This means helping team members utilize their talents, develop new skills and
    According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
    knowledge, overcome fresh challenges, become more and more productive, become happier, and in all respects grow as employees and people.

    To fulfill these responsibilities you'll need to develop coaching -- as well
    ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

    Examples of combination products may in
    as -- managing skills.

    The essence of being a coach is to help someone reach beyond his or her own perceived limitations and achieve his or her full potential. (I'll now interchange the male and female pronouns f
    lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

    or the purpose of readability.)

    Unlike other aspects of managing, when you coach someone, you are focused on her as a person, not on the task or tasks you want her to complete.

    You have many "tools" to accomplish
    here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
    this. You can give advice and direction -- on the individual's career, on how to complete certain tasks, on how to work within the political framework of the organization, and so on. For the most part, however, coac
    d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

    Combination pro
    hing involves prompting the person -- asking questions -- to help the "coachee" discover her own answers.

    You may coach via your regular, day-to-day, interactions with your staff as well as during your more formal
    ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
    meetings (including the performance appraisal).

    Ideally, however, you will schedule some specific coaching sessions with each team member. These aren't for giving feedback or for appraising her performance; they're
    easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
    for coaching. During these meetings -- which may last for 30 to 60 minutes -- you'll ask some questions and let your employee do most of the talking. Your aim is to find out if she has any specific goals or challen
    nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
    ges, and help her find a way to overcome them.

    You might kick off a coaching session by explaining how coaching works. Then you might ask the employee what she would like to be coached about. She might have a probl
    and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
    em working with someone else, or she might want to know how she can get promoted faster, or she might want to change roles. (If that's the case, relax. Remember, you want the best people working for you, not people
    ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
    who want to be somewhere else!).

    Your next question may be to ask her what outcomes she wants. After she answers -- and remember to give her as much time as she needs to do so -- your next question might be about t
    ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

    Following aspects would a
    he difficulties or challenges she perceives in pursuing those outcomes.

    You might then ask, "How can you overcome those difficulties?" in order to prompt her to work out her own solutions. Of course, she might be
    dd to the challenges in developing combination products:

    Which markets to tap where the combination products can do fairly well?
    Which combination prod
    looking for answers from you at this point... and although there is a place for giving her advice... ideally she will come up with her own ideas.

    Finally, you might ask your employee to give you her "game plan" fo
    cts are meaningful and rational?
    Which therapeutic categories to select?
    Which Combinations can address unmet needs of the patients?
    Do combin
    r overcoming the problem or achieving the goal, ensuring that she has covered off all possible roadblocks to her success.

    You can also coach people on a more informal basis. In fact, all "feedback opportunities" ar
    tions increase the patient compliance?
    What would be the developing cost?
    How to tackle the risks encountered during combination product developmen
    e coaching opportunities.

    For example, if someone hasn't performed a task very well, he will learn where he went wrong and how to work better next time if you coach him through the problem rather than simply tell h
    t?

    As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
    im what he did badly.

    Instead of saying "You should have done this..." "You should have done that..." you might ask him lots of "what" and "how" questions like, "what went wrong" and "how would you do this next tim
    ping new procedures for reviewing their safety, efficacy and quality.

    Professional from academic institutions, pharmaceutical industries, health care indust
    e?"

    There are also situations where you may wish to engage a professional coach -- from within or outside your company (as the case may be) -- to work with members of your team. For instance, if they want to make d
    y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
    ramatic and difficult changes in their working lives... or you think they need an outside perspective... or you want them to have coaching on a more regular basis than what you can provide...

    There are no special q
    .

    As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
    ualifications required to be a coach, so it's critical for you to select one carefully. In particular, look for someone who specializes in coaching executives and who has been through a rigorous and highly regarde
    elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

    Companies that provide selfless information through particip
    d training program.

    Incorporate coaching into your role as a manager and you're almost certain to develop a closer relationship with your staff that leads to greater productivity, better results and higher morale


    tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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